2.2.6 Challenges of service quality in hotel industry

2.2.6 Challenges of service quality in hotel industry

Research may provide many ways of evaluating service or product quality; however, when we analyse the definitions we can observe the true challenges in evaluating quality. Each consumer, organization, researcher may use different factors to measure quality. Research also tells us that while the core principals may remain, approaches to service quality changes every decade. Hoteliers need to understand quality and how to encourage their staff to implement quality standards and services on a regular basis.  However, when taking into consideration the multifaceted character of quality, one must consider the process and approaches used to maintain quality not the definitions. The hospitality industry is highly competitive therefore professionals should focus on the increase in the market share and ways to maintain their existing customer base (O’Neill, 2001). 

The intense competition and market saturation deems pressure placed on service organizations to strive for quality and excellence. Lockwood (1996) stated that the pressure on organizations to achieve quality derives from;

1. The demand of the consumers to buy the service or product.

2. The introduction of new technology lets organizations to make available

    opportune services that will attract consumers.

3. Providing the best quality which makes an organization more competitive

    in the international market

In various sections throughout this chapter, as well as throughout this research, the importance of the intangible elements in the hospitality sector has been discussed. Research shows that a number of characteristics in tourism, hospitality and leisure services distinguishes the intangible characteristics from physical goods (Parasuraman et al., 1985; OíNeill, 1992; Reisinger, 1992)  OíNeill, (1992) continued by stating that not only do these differences make the service industry unique, but each entity comes with its own set of challenges that must be overcome by the service organization. As each entity is faced with the challenge of balancing the intangible characteristics along with the physical goods, maintaining quality standards is more cumbersome. 

 The intangible nature in the Hotel industry is portrayed by the inability to test or sample the services beforehand. When a customer comes into contact with service is only possibility to measure service (Reisinger, 1992). He further states services is produced and sold at a point of generating service in the same venue, in the hotel sector which makes it difficult to separate the two phenomena. Many service organizations struggle when trying to deliver the same quality service and product regardless of the time of day,(eg: check out /check in) employee or employees responsible for the task or the manager on duty. In consideration of various attitudes toward service and quality, in addition to the labor intensive environment, it is often cumbersome to have every employee of a hotel performing in unison; doing things right the first time and every time (Parasuraman et al.,1985; Resinger, 1992).  

OíNeill (1992) explained that the differences within each hotel service entity are unique in nature and are forced to confront their own quality service obstacles on a daily basis.  To add to the vast business or operation variations, heterogeneity forces hotel professionals and researchers to explore the quality dilemmas created by people. 

The service industry, in particular the hotel industry, has been built on people delivering a service or creating a product for other people. Thus, since the service experience varies from employee to employee and customer to customer each service experience is unique. Just as the concept of perishability was discussed in service, it also applies to the quality of service in the hotel sector.  Services in the hotel industry cannot be reserved for a later date or frozen in time.  Services, tangible or intangible, are time sensitive and short-lived; thus, managers and employees have a small window of opportunity to create the service quality experience, satisfy the guest and create a loyal customer. ( Parasuraman et al.,1985)The perishability characteristic makes the delivery of quality services and products urgent to customer satisfaction, loyalty and a healthy bottom line.  For example, if a hotel has a room that is vacant that is a loss of profit.