Graduation Thesis on Service Quality in Hotel Management

Hotel management is a highly practical applied discipline. Below is a graduation thesis on hotel management service quality that I compiled for your reference. Graduation Thesis on Service Quality in Hotel Management

Modern Hotel Service Quality Management

Summary of Graduation Thesis on Service Quality in Hotel Management

[Abstract] Service is the responsibility of the hotel Life is an eternal subject. This article points out the issues that need to be paid attention to in improving hotel service quality management by identifying the gap between my country's hotel service quality management and foreign hotels.

Contents of Graduation Thesis on Service Quality in Hotel Management

[Keywords] Service Quality Management

With the development of market economy, service quality has evolved from understanding and concept , the connotation, requirements and standards have all undergone great changes. Considering the management of service quality as the life of the hotel, it can be said that it is the result of fierce competition in the market. For restaurants, the most important thing is competition in service quality. Therefore, strengthening the management of service quality and how to ensure hotel service quality are issues facing many hotels.

1. The gap between my country’s hotel service quality management and foreign hotels

1. The gap in service attitude. There is still a certain gap between the civilized quality of employees in some hotels in our country and those in foreign hotels. For example: the management level of managers lacks artistry, which leads to employees being slack at work and not being proactive, resulting in a decline in service quality; the service staff lacks enthusiasm, which is manifested in "mechanical" smiles and "unemotional" speech; the kitchen staff Before the guests even leave the restaurant, they walk freely around the restaurant and wait. The reason for this gap is that our history has the traditional thought of despising service work, and few people regard service as their career. The concept of foreign hotel employees is exactly the opposite. They can correctly handle the change of roles. At work, they can do a good job in service, carefully observe the needs of guests, and provide targeted and proactive services in a timely manner; they are good at adjusting themselves after get off work. , be fully prepared for tomorrow's work.

2. The gap in work efficiency. Internationally, the embodiment of efficiency is a clear concept of time. It takes a few minutes to serve food; it takes a few minutes to call a taxi; if the facilities in the room are broken, how long it will take to repair them; and the checkout at the front desk is completed within a few minutes. Such large and small services all have quantitative service standards. Although there are differences in specific quantities, the principle of speed and simplicity is the same. However, some hotels in our country have not yet established the awareness of service efficiency. Where efficiency is most needed, it is often expressed through vague concepts. It is actually irresponsible to answer guests with words such as "almost", "right away", "soon", "wait a while" and so on. The result will inevitably lead to dissatisfaction of guests, especially foreign guests who are very time-efficient. In other words, any delay is a loss and waste of money. In foreign countries, the smaller the unit of measurement of wages, the higher the work rate, and the two are inversely proportional. Domestic hotels generally calculate wages on a monthly basis and calculate bonuses on a quarterly basis (there are also annual bonuses). This makes it difficult to clearly link with employees' work efficiency. Even if there is laziness + waste, etc., it cannot be directly deducted from the corresponding part-time compensation. .

3. The gap in service standards. Service specifications are the specifications and standards that an enterprise's service quality should meet, and are guidelines that all employees must abide by. The foreign hotel industry refers to service standards as the law within the industry. Some hotels in our country have not yet established a complete service standard system, so employees are prone to customer complaints due to hotel service quality issues at work. For example, the restaurant does not have a menu for the special dishes of the day, and the daily menu is out of stock and cannot be served on the same day; the waiter is not busy pouring wine, and collects the dishes and chopsticks as if there is no one around, ruining the atmosphere of the restaurant; in summer, the air-conditioning and ventilation are poor, and the smell of sweat and oil The smell is strong; business hours are not strictly enforced, and some restaurants even start turning over tables and taking out garbage before the time is up, which is obviously to drive customers away. This is simply unbelievable in foreign countries; the room attendants moved guests' belongings without authorization during cleaning, the room essentials were incomplete, the quality of disposable guest supplies was too poor, and could not meet the needs of guests; the personalized service was not obvious and could not reflect the characteristics of the hotel etc.

2. To ensure that hotel services, the food and accommodation link, can continue to meet the needs of all types of tourists in the development of my country's tourism industry

1. Create a good atmosphere . The hotel is also a small society. The service object is "people". Taking "people" as the center and well satisfying the wishes of guests with different levels and professions is the deep-seated responsibility and task of the hotel industry. Of course, it is not easy to create a comfortable and convenient environment, but it is even more difficult to create a psychological atmosphere where emotions and scenes blend. The hardware standards of a five-star hotel are very specific, but who can tell the psychological standards of a five-star hotel? In today's world, no matter whether you are rich or poor, whether you are a foreigner or a Chinese, whether you are a Great men and ordinary people all have various desires, but the greatest desire is "the balance of the soul".

Wouldn't it be more meaningful if the hotel could create a "home" atmosphere that is easiest to communicate, integrate, and understand? Starting from small things, it can grasp the psychological pulse of the guests well, provide practical service, and be cordial. Rather than being attentive, thoughtful rather than cumbersome, standard rather than rigid, and enthusiastic rather than formal, we allow guests to be naturally comfortable from the inside, thus creating a sense of "enjoying life". Although the person has left, the love is not over and the aftertaste is endless. Hope to visit again.

2. Create a unique hotel personality. People often say: "Restaurant, hotel, one is for staying in the hotel, and the other is for eating." This just shows the exclusive nature of the hotel. But what truly embodies the hotel's personality are the subtleties that go unnoticed. Whether it is hardware facilities or software, every detail is not neglected. Even the main body of the hotel, the clothes of the waiters, the hairstyle, the decoration, and the color of the tableware can reflect the difference from others. ?I?s the characteristic of this hotel. The content of hotel service quality includes the hotel's facilities and service levels. Therefore, both in terms of facilities and service levels, it should be reflected from the general to the subtle, highlighting the hotel's personality and performance. If you don't have it, I'll have it. If you have it, I'll have it. If you have it, I'll have it. If you have it, I'll have it. For another example, in terms of service, you should use unique and thoughtful details to make guests feel that your hotel is different from other hotels.

3. Everything is people-centered. The hotel service industry is a people-centered industry. The service objects are "people" - it is the "customers" who bring money to the hotel; it is also the "people" who create wealth for the hotel, the employees who are doing ordinary and trivial things in obscurity all the time. Respecting people, caring for people, understanding the personality of each employee, maximizing their potential, and seeing the brilliance of the corporate spirit reflected in their words, deeds, and smiles are the core issues of corporate management and also The most fundamental task of business leaders. The waiter took care of this little detail. In order for each employee to realize their potential, they must have the skills and qualities to realize their potential. It is the most basic issue for hotels to formulate specific and highly operational standards for each position and each procedure. Hard standards, hard training, hard execution, and hard fines are also the basic skills of hotel management. After these few hard passes, the service skills of the employees will also pass. They work very easily, and many subtleties can be perfectly utilized in the process of "practice makes perfect".

In practice, many hotel managers one-sidedly emphasize upgrading the hotel’s class and star rating, do not seriously understand the actual needs of guests, spend a large amount of money on improving the hotel’s hardware facilities, and excessively pursue the tangible. The facilities are luxurious and high-end. The author believes that in the overall combination of hotel products and services, the intangible service component is more important. This approach cannot improve the return of hotel quality investment. The tangible product components of various hotels are often similar. In recent years, the differences between hotels in guest rooms and other hardware facilities have become smaller and smaller. It is difficult for hotels to differentiate themselves from their competitors through tangible product components. Only by improving service quality can hotels effectively improve guest satisfaction, differentiate themselves from competitors, and stand out in the competition. Part Two of the Graduation Thesis on Service Quality in Hotel Management

On Feedforward Control in Hotel Service Quality Management

Summary of the Graduation Thesis on Service Quality in Hotel Management

Abstract: Service quality is the lifeblood of a hotel enterprise. This paper focuses on the theory and method of feedforward control in hotel service quality management, analyzes some deviations that currently exist in hotel service quality, points out the important role of feedforward control in hotel service quality management, and puts forward suggestions for doing a good job in feedforward control. The control methods and measures provide good suggestions for improving the control work of hotel service quality management in my country.

Contents of Graduation Thesis on Service Quality in Hotel Management

Keywords: Hotel; Service Quality; Feedforward Control

CLC Number: F287.4 Document Identification Code: A Article number: 1672-3198(2007)09-0110-02

Service quality is the basis for the survival and development of hotel companies. Improving the hotel's service quality and enhancing its own competitiveness are the key to the hotel's fierce competition. The most direct way to gain comparative advantage in competition. Therefore, continuously improving the quality of hotel service and pursuing efficiency through quality is the only way for the development of every hotel. It is also the goal of all hotel managers' joint efforts and the core part of daily management.

1 The current situation of hotel service quality control

Quality control is the way to optimize hotel services and the main means to improve hotel service quality. The quality of hotel service work is the key to the entire hotel service. The effects of activities include the quality and effectiveness of service work, etc. Under the conditions of market economy, based on the characteristics of the modern service model, the focus of evaluating service quality is: ① Look at the quality of facilities and equipment; ② Look at the quality of physical products; ③ Look at the quality of the service behavior provided by hotel employees to guests; ④ Look at the quality of the environment and atmosphere, etc. Excellent quality goals should be that hotel service staff provide good service, facilities and equipment are convenient and comfortable, physical products such as guest rooms and catering meet high quality standards, guest complaint rates are low and guest satisfaction is high.

Every hotel manager has devoted a lot of effort to achieve the goal of "high quality" and has achieved obvious results. However, because the current hotel management still focuses on the guests' arrival and departure, while ignoring the basic quality and quality-forming process management, the quality problems caused by the service cannot be well handled. Therefore, it must be pointed out that quality control is a systematic project that is systematic and holistic. For service quality control, attention should be paid to the management of human, financial, material, information, time and other factors that form service quality, and to the control of the process of quality formation.

Modern control theory is a large system control theory. Commonly used control methods include feedforward control, on-site control, feedback control, fuzzy control and optimal control. The hotel is a system that has a close relationship with society, and these methods should be said to be applicable in hotel management. As far as hotel management is concerned, service quality control belongs to the category of social cybernetics and is a concrete manifestation of the application of modern control theory in the social field. With the advancement of science and technology and the development of modern control theory, feedback has become the core of control theory. However, in hotel management, feedback control cannot avoid bad service quality, such as guest room air conditioners not working properly, catering products not meeting guest requirements, employees quarreling with guests, etc., thus causing negative impacts.

2 The role of feedforward control on service quality

Analyze the formation and structure of service quality from the hotel service process. Service quality consists of three parts: basic quality, process quality and final quality. composition. Using the control principle to study the formation of quality, it is not difficult to find the intrinsic relationship between quality and control: ① The final quality is the result of quality, and its control point is to obtain the expected results through the analysis and intervention of the three elements of results, information, and time. The operating effect is a typical feedback control; ② Process quality is the process of quality production. Its control point is through the observation and service of guests who come to the hotel to better complete the planned goals, which belongs to on-site control. The scope of real-time control. We should make a detailed analysis of the entire process quality process. For example, each service work is a PDCA cycle from planning, implementation to completion. Then each specific work in process quality control can have feedforward control, on-site control and feedback control. This situation; ③Basic quality, that is, the factors that produce quality, can be further divided into personnel quality, technical strength, quality of food raw materials and facilities and equipment, and service time. Its control point is through the control of people, finances, materials, and other factors that form quality. Time and other resources, as well as the thoughts, behaviors and other situations generated by them, are implemented to select the best and select the best to prevent any "deviation" from occurring, which is a feed-forward control.

It can be seen that cybernetics studies the laws of complex systems. Applying these rules to management practice can achieve twice the result with half the effort. Cybernetics is concerned with predicting the behavior of entire systems. Characteristics of hotel service quality control: The central issue of on-site control is aimed at the ongoing implementation activities; the central issue of feedback control is aimed at the results of implementation activities, and its control activities are nothing more than the movement process of deviations and corrections; feedforward control , focusing on predicting the future state of the system, taking measures in advance to deal with upcoming situations, rather than correcting deviations. Its advantage is that it is proactive, and the main focus is on controlling the future, so the control work is done in advance. That is, control precedes results, and its means is to achieve its effect by controlling influencing factors rather than controlling results. Therefore, feedforward control overcomes the shortcomings of loss caused by time lag in feedback control, making the control behavior positive and effective.

In hotel service quality control, people generally attach great importance to feedback control, use "standards" to compare and evaluate service quality, and implement "mysterious man" inspections and service quality assessments. In recent years, process quality has also received attention. Currently, many hotels have adopted an on-site inspection system, which gives quality control a good start. However, the overall improvement of basic quality and process quality has not attracted enough attention, and there is a lack of research and application of feedforward control systems. According to the PDCA cycle theory, any process of hotel service activities, regardless of the size of the system, as long as there is a starting point, can be included in the scope of feedforward control for study to implement effective feedforward quality control.

3 Specific methods of feedforward control in hotel service quality management

3.1 Strengthen quality education and establish the concept of comprehensive service

Hotel competition is fundamentally It is quality competition, so we must carry out in-depth, systematic and long-term quality education to transform employees' quality awareness and improve quality control capabilities; and enable all employees to establish the concept of comprehensive service and use systems theory thinking and methods to understand and deal with quality problems. , emphasizing the entire process of quality control and checking at all levels to ensure that every link of service is error-free, eliminate quality hazards, and prevent the occurrence of bad services. Enable employees to firmly establish the hotel service quality concept of quality first and customer first; form a feed-forward quality control mentality and behavior that is serious and responsible, unremitting, checking in advance, and nipping problems in the bud. Each department must regularly discuss and summarize previous quality problems to prevent problems before guests arrive. And employees must realize that service quality control is not just the behavior of the quality inspection department, but an overall behavior that all employees of the entire hotel participate in together.

At the same time, employees are provided with job cross-training, so that employees can become familiar with the business of each position and enhance the tacit understanding of service replacement, so as to implement the concept of comprehensive service into every moment of work.

3.2 Strengthen personnel quality training and improve the professional level of all employees

Since customers have a high degree of interaction with service personnel during the consumption process, the quality and service level of employees can provide customers with rich Emotional experiences and high-quality employees can improve service quality and increase customer satisfaction. Therefore, strengthening employee quality training is an important method to improve service quality. ① In view of the current quality situation of hotel employees in my country, it is necessary to strengthen employees' professional quality education, improve employees' service awareness, strengthen service ideas, and provide employees with Mandarin, English and physical training so that employees have good professional qualities from the inside out. . ② Pay attention to the professional knowledge and skill training of employees, often conduct skill competitions to strengthen employees' attitude towards serious study of business, and adopt off-the-job training, rotation training and other methods to enable employees to have solid basic skills in professional knowledge and skills. ③ Attention should also be paid to the training of employees' interpersonal communication skills to ensure that they are good at capturing guest information during customer service, improve personalized services, and further discover new business opportunities. ④Encourage employees to use their spare time to study and enhance their reserve strength for career development.

3.3 Strict system responsibilities and strengthen employee self-discipline

In the long-term practice of hotel management and service activities in my country, each hotel has a relatively complete set of rules and regulations. In practice, enterprises A set of incentive mechanisms and management systems are needed. Feedforward control is to use these rules and regulations to restrict the service behavior of service personnel. Therefore, it must be emphasized that all employees strictly abide by their job responsibilities, work laws, service patience, operating specifications, etc. It is particularly important to give full play to the leading role of the team. A good environment shapes a good team, and a good team shapes good employees. A good environment is provided by the company, with supervisors taking the lead and employees maintaining it. If you want employees to be self-disciplined, you must first formulate a management system and use the system to constrain employees to develop habits. It is also necessary to formulate regular assessment standards, provide opportunities and rewards to employees with good performance, ensure that employees with good performance can be recognized for their work, and encourage employees to perform actively at work. Track and supervise employees with poor performance and require regular improvements. Those who fail to meet improvement standards by the expiration date will be dismissed or otherwise dealt with. The system is the safety line, and the reward is the pie. Set the location of the company's safety line. When employees touch the safety line, the system will automatically alarm. Let employees get that piece of pie, and employees know what they are doing. As a result, the hotel's various service behaviors are always placed under the self-control of system responsibilities and quality behaviors.

3.4 Improve professional ethics and improve service style

Good professional ethics of service personnel is an important guarantee for improving service quality. Due to the corrosion of bad ideas such as money worship, the behavior of a few people has caused extremely bad effects on society. To this end, the construction of professional ethics must be strengthened from the following aspects. ① Improve education methods and carry out professional ethics education activities at multiple levels and in multiple forms. ② Establish and improve various rules and regulations and strictly enforce service standards. ③Continuously improve the hotel supervision network and truly play the role of quality control. ④Insist on inspection and evaluation, reduce feedback and bias, and expand prior control. ⑤ Handle customer complaints correctly, insist on strict rewards and punishments, and honor rewards and punishments.

3.5 Pay attention to process management and do a good job in feed-forward quality control

① Service quality must be repeatedly improved. We must pay attention to quality control in every process of consumption after guests enter the hotel to ensure that every link can exceed guest expectations and bring surprises. To achieve this, we must adhere to the "Six Constant Management", that is, employees must always Study, always organize, always clean, always regulate, always sober, always market. ②Clear priorities and focus on service quality. That is, the service quality at critical moments, such as the registration procedures at the front desk, the food supply of the catering department, the quality of facilities and equipment in the guest rooms, etc., to prevent guests from having a bad impression of the hotel at critical moments and choosing products from other hotels. Including the quality of catering products, the quality of facilities and equipment, the quality of service skills of service personnel, etc., doing a good job in feedforward quality control of these important links in the service process is the key to optimizing quality. ③Persistence, the quality foundation must be constantly grasped. Pre-service discussions and pre-service preparations are the basis for successful service. Especially for some old customers, the research of guest history files can play a very good role in the reception effect, paying attention to every personalized habit of the guests. Every specific service work must be managed online from the starting point.

In addition, in terms of financial resource management, hotels must do a good job in budgeting, especially cash and working capital budgets; in terms of material resources, they must do a good job in the purchase of catering raw materials, guest room supplies, and facilities and equipment. etc.; in terms of human resources, we must do a good job in selecting and introducing talents. From this, we can truly bring out the charm of feedforward control in hotel management.

Graduation thesis documents on service quality in hotel management

[1] Zhu Xiuwen. Management Course [M]. Tianjin: Tianjin University Press, 2004.

[2] Wednesday Duo. Management [M]. Beijing: Higher Education Press, 2004.

[3] ROBERT C.FORDCHERRILLP. HEATON. Modern American tourist hotel service management [M]. Changsha: Hunan Science and Technology Press, 2003.

[4] Weng Gangmin. Modern hotel management - theory, methods and cases [M]. Tianjin: Nankai University Press, 2005.

< p>[5] Jiang Dingxin. Hotel Management [M]. Beijing: Higher Education Press, 2006.

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