This sample essay on Remington Hotel offers an extensive list of facts and arguments related to it. The essay’s introduction, body paragraphs, and the conclusion are provided below.
Expectancy-disinformation theory postulates that customer forms their satisfaction with a service as a result Of subjective comparison between their expectation and perceptions (Oh 1 999, up. 68-70). In this case study, the author will investigate the gaps in the service quality in Remington Hotel. The five main dimensions of the services will be measured on SERIAL scale to understand where gaps exist between expectation and perception of the customers.
The author will also discuss reasons behind gaps and recommendations.
Gaps in service quality as observed from Spender’s complaint Knowledge AP (Gap 1) The non- availability of hotel’s airport facility in night hours was a simple expectation of Mr.. Spencer, which was not fulfilled. The gap visibly exists in knowledge of the Remington Hotel management who does not understand what service a customer expects from the hotel’s airport facility in night hours.
A customer with delayed flight will expect airport facility to safely pick up the guests from airport to the hotel. Paranormal teal (1 985, up. 2-45) described this as Gap 1 -a gap between consumer expectation and management perception of those expectation. The absence of physical agility is a tangible evidence of incompetent service quality of the hotel. Knowledge gap can be due to incorrect market research, lack of feedback and too many organizational layers (Grazing 2007, up. 86-89). Standards gap (Gap 2) The example of gap of management perception and service quality specifications/standards was evident when there was only one desk left for registration at 11 PM while about 12 guests were waiting in queue.
Management was not able to provide standard and prompt services to customers coming in night hours. Management understands expectations but as no system, which will deliver quality service as desired by the customers. Standards gap is due to faulty planning, bad management, lack of goals, and insufficient support and resources (Grazing 2007, up. 86-89). Delivery’ gap (Gap) is the difference between what managers have defined as standards of service quality and the way how a service was actually delivered (Belles 2011 , up. 42-43).
There is a brazen example of gap in delivery of the service quality in Remington Hotel when Spencer with his wife and sleeping years old child, needed a luggage assistant to take his luggage to the room which is AR away in next building in night hours. Communication gap (Gap 4) represents variation between delivered service and what customer was actually told about the service itself. Mr.. Spencer was informed about the availability of airport facility in night hours but it was not clearly mentioned that the service is nit available in night hours.
Communication gap occurs if communication is not integrated with services or if there is tendency to exaggerate the promises (Grazing 2007, up. 86-89). Gap in services (Gap 5) was evident when the desk clerk did many errors in providing the keys of rooms ND room allotment. Another desk clerk did not show courtesy to register the customers who approached just before her going off time. Gap 5 refers to difference between customers’ expectations regarding the service and their perception after the service (Belles 2011, up. 42-43).
First priority dimension of service Madeline should certainly focus first on responsiveness dimension of service. Madeline witnessed on the very first day that there were heavy crowd of about 100 guests and guides in the lobby waiting for check in. To wait for 40 minutes in lobby for mere registration and check in was annoying for the customers. The maxim – the first impression is the last impression -holds true. Responsiveness means the willingness and readiness of the employees to provide prompt service, which was not appreciable in the hotel.
The other dimensions that need attentions are assurance and empathy, which are related with knowledge, positive attitudes and courtesy of the employees. Humanity is the dimension of service, which is provided to preserve dignity and self -respect of the client (Grazing 2007, up. 86-89). The customers trust and confidence in the service will be strengthened with polite and courteous attitudes of the employees. It was a very unwelcoming scene when a desk clerk was in hurry to leave the work without paying attention towards the guests waiting in a long queue. The lack of courtesy creates lack of trust in customers’ mind.
Measuring gaps in customers’ expectations and perceptions After finding the expectation data, it was possible for Madeline to measure the existing gaps in expectation and the perception. The gaps were seen as higher in two dimensions: Reliability and Responsiveness. Madeline should deal with improvement is responsiveness first, as it affects the clients immediately and directly after their entrance into the hotel. It was important to avoid scene Of disorder, disappointment and tension in the lobby and hotel. The gap between perception and expectation in tangible dimension is -0. , in reliability ;0. 7, in responsiveness -0. 7, in empathy -0. 2 and in assurance O. Thus, dissatisfaction is observed in 4 out of 5 dimensions but it is highest in two dimensions (reliability and responsiveness). Madeline should investigate the reason for low expectations from hotel regarding assurance and empathy dimensions. Low expectation is not a healthy sign for a large size hotel. Important information to collect Madeline should also get information about employee’s satisfaction, recruitment procedures, retention, schedule, training and motivation in the Remington Hotel.
Madeline should find out how efficient the internal and external communications are. The feedback from staff and clients, participation of the staff in planning are equally important. She should also examine what the lofty promises are made by the hotels that are not met. This will minimize the dissatisfaction due to the communication gap. For example, availability or non-availability of airport services in night hours should be visibly mentioned in the external communication. The gaps appear due to many constraints and fluctuations in demands (Paranormal et al 1 985, p. 45).
There are other attributes such as imprecise standards, short distribution channel, face-to-face interaction, fluctuating demands and clustered peak periods posing hurdles in quality service care. Customer satisfaction also depends on additional elements like price, personal and situational factors that may occur during the service supply (Boon-ITT 2012, p. 52-53). Important points to ponder in improving the service quality Management should understand and fulfill the customers’ demands. Resolving the complaints make the customer more loyal to the hotel than those who never complained.
Designing of services should be according to the identified customers’ demand, such as appointing luggage assistance in night hours and having more front desks to deal with crowd of customers. Suitable people and technology should be applied. Proper recruiting, training and motivation can improve the functional dimension of service quality. Awarding the employees should be introduced (Belles 2011). Only realistic promises through suitable channel should be communicated. Horizontal and vertical communication inside the organization should be established.
All employees should participate in quality research. The attitude of guests and employees can be studied simultaneously (Belles 201 1 , p. 51). The positive attitudes of employees enhance customers’ loyalty therefore best employees should be employed. Employees’ behavior and attitude can influence customer’s perception of satisfaction (Briggs 2007, up. 006-1019; Moll and Josh 201 1, up. 19-24). The physical evidence (tangible) signifies the commitment of the management and improves the overall experience of the customers (Briggs 2007, up. 1006-1019).