UNIT 1:

OVERVIEW OF QUALITY
SERVICE
Objectives:
a. Explain the importance of quality service in tourism and
hospitality enterprise;
b. Define quality
c. Define Quality Service
d. Define quality service management
e. Identify the dimensions of service quality
f. Integrate the dimensions of service quality in the operation of
hospitality and tourism establishments
g. identify the different principles of total quality management
leading to quality service management
h. Discuss the factors affecting quality service implementation
 LESSO
N1
Introduction to
 LESSO
N1
Introduction to
Objectives:
a. Explain the importance of quality service in
tourism and hospitality enterprise;
b. Define quality
c. Define Quality Service
d. Define quality service management
Concept of quality
Service
 Quality - refer to the processes by which the products and
services are made or offered throughout an organization, in
order to improve them before they are sold to customers.

 Quality - is the degree of excellence or superiority of a

certain product or service.

 Quality - is essentially about meeting the needs and

expectations of customers.
WHAT IS SERVICE?

is the ability to provide a

level of care to customers
which meet or exceed their
expectations. It involves
providing customers’ needs
and desires.
WHAT IS SERVICE?
 Lewis and Booms (1983), defined quality service as the
measure of how well the service level delivered
matches the customer’s expectations.
 Quality service is the customer’s judgement of overall
excellence of the service provided in relation to the quality
that was expected.
 The measure of quality service, therefore, depends on the
customer. Quality service is assessed based on customers’
perceptions.
WHAT IS QUALITY SERVICE MANAGEMENT?

 Quality service management involves all

activities (quality planning, quality control, quality
assurance and quality improvement) that determine the
attainment of quality objectives and quality policies.

 Quality service management is the principle of

continuously meeting agreed customer requirements
at the lowest cost, by releasing the potential of all
employees.
 LESSON 2:
DIMENSIONS OF QUALITY SERVICE
 LESSON 2:
DIMENSIONS OF QUALITY
SERVICE
Specific Objectives:
1. Identify the different dimensions of service quality; and
2. Provide examples of each indicated dimension:
Identify the dimensions of service quality
3. Integrate the dimensions of service quality in the operation of
hospitality and tourism establishments
DIMENSIONS OF QUALITY
SERVICE
Service quality is always taken
on the customer’s perspective.
In the customer’s point of view,
it is how well the service meets
or exceeds his or her
expectations. However,
customers form opinions about
service quality based on many
factors. Service providers then,
need to understand all the
dimensions used by customers
in evaluating service quality.
 10
DIMENSIONS OF
SERVICE QUALITY
• TANGIBLES – it refers to
physical facilities,
equipment and building of
the service firm. It also
refers to the physical
appearance of the service
providers. e.g. Are the
hotel’s facilities state-of-
the-art?
• SECURITY – it refers to the
ability of service companies to
assure physical safety of their
customers. It is also the
guarantee of privacy of
customer information.

e.g. How safe are the boats

when tourists go island
hopping?
• RELIABILITY – it is the ability to
deliver the promised service
accurately and consistently. As a
service provider, you are expected to
provide the same level of service again
and again. e.g. Do you get the same
quality of food items every time you
purchase?
• COMPETENCE – it refers to
the actual technical expertise
of the service provider. It
speaks of how knowledgeable
and skilled the employee in
delivering the service to the
customers. e.g. How skilled is
the bartender in mixing
cocktails?
• RESPONSIVENESS – this is the
ability of a service firm to provide
customers with prompt service. It
is the willingness of service
providers to help customers and
the speed to which queries,
complaints and requests are
given attention.

e.g. How fast does the front office

attendant answer a customer’s
queries?
• COURTESY – it refers to
the attitude of the
service provider and the
manner to which he
treats the customers.
e.g. Is the receptionist
friendly, helpful and
polite?
• COMMUNICATION – it
refers to the clarity and
understandability of the
information provided to the
customer.

e.g. Did the waitress get the

food orders right?
• UNDERSTANDING -
It refers to how well
the service provider
understands the
needs of the
customers e.g. Are the
mirrors in the guest’s
bathroom positioned
so that it allows the
guest to see the back
view of his/her hair?
• CREDIBILITY
- It refers to the
trustworthiness of the
service providers. It
refers to the honesty of
the information
presented to customers.
e.g. Are the information
contained in their
brochures/menus
truthful?
• ACCESSIBILITY – it
refers to the ease of
reaching the service
provider. e.g. Is the
hotel’s website easily
reached?
Studies on Service Quality have been massive and profound.
There are many scholarly works available regarding Service
Quality. However, a study made by Zeithaml, Parasuraman
and Berry (1986) found five dimensions customers use when
evaluating service quality. They developed a survey
instrument they named SERVQUAL. They surmised that all
dimensions are important to customers, but some more than
others. Service providers need to know which dimensions are
more important to avoid focusing on the wrong dimension.
 Here are the five dimensions of service quality:
• Reliability – it is the ability to produce the same level of
service again and again.
e.g. Jollibee has always assured its customer that they get the
same quality of their burgers every time it is ordered.

• Responsiveness – this is the ability to promptly attend to the

needs of the customers.
e.g. Pizza Hut has a time limit in delivering orders. If the food is
not delivered within the 30-minute period, the order is deemed
free.
• Assurance – it refers to the knowledge and courtesy of a
company’s staff. It is the ability of service providers to inspire
trust and confidence among their customers.
e.g. Sogo Hotel’s critical selling point is their assurance that
customers’ privacy is protected.
• Empathy – it refers to how well the service providers care and
attend to the needs of the customers. When employees put
themselves in the shoes of their customers, the customer’s
viewpoint is better understood which paves the way for more
individualized delivery of service.
e.g. Philippine Airlines provides special attention to passengers who
are pregnant and mothers with children in tow.
• Tangibles – it refers to physical facilities, equipment and
building of the service firm. It also refers to the physical
appearance of the service providers.

e.g. Manila Hotel enforces a policy that banquet crew must

wear Filipiana uniforms.
Eight(8) Dimensions of
Quality
(accdg. to Michael Bhobet B. Baluyot)
1. Performance
- is the product or service performing as expected within the
specified tolerances?
- customers and suppliers often disagree
over performance, especially when deliverables are not
adequately specified within specifications. The performance of a
product often influences the profitability or reputation of the
end-user. As a result, many contracts or specifications contain
provisions for damages in the event of poor performance.
2. Reliability
- will the product operate as expected regularly?
- performance and reliability may be inextricably linked. A
product
specification may, for example, specify criteria for uptime or
acceptable failure rates. Most end-users regard reliability as a
fundamental component of quality, and it contributes significantly
to a brand's or company's image.
3. Durability
-how long will the product survive or function, and under what
circumstances?
-warranty and durability are inextricably linked. Product durability
requirements are often mentioned in procurement contracts and
specifications.
4. Serviceability
- is it reasonably simple to maintain and repair the product?
- serviceability (together with dependability) is becoming an
increasingly significant component of quality and criterion for
product selection as end-users become more focused on total
cost of ownership rather than basic procurement prices.
5. Aesthetics
- end-users value the appearance of a product. A product’s
visual qualities contribute to a company's or brand's identity.
Faults or flaws in a product that detract from its aesthetic
qualities, even if they do not affect or change other quality
aspects, are often grounds for rejection.
6. Features
- is the product or service equipped with all the features
needed
for its intended use?
- while this dimension may seem to be self-evident,
performance
requirements seldom specify a product's characteristics. As a
result, vendors must create products or services based on
performance requirements, be acquainted with the intended
applications, and maintain strong connections with end-users.
7. Perceived Quality
- reality is based on perception. Even if the product or service
is
sufficient or even better quality, it may be subject to an
unfavorable customer or general impression.

For example, a high-quality product may have a low-quality

reputation due to bad installation or field service. If a product is
not properly installed or maintained and fails consequently, the
failure is often attributed to the product's quality rather than the
care it gets.
8. Conformance to Standards
- is the product or service up to par with the requirements?
- is it performing as expected if it was designed based on a
performance specification? Does it have all the characteristics
specified if it was created based on a design specification?
 LESSON 3:
PRINCIPLES OF QUALITY
MANAGEMENT LEADING TO
QUALITY SERVICE
Objectives:

a. identify the different principles

of total quality management
leading to quality service
management

b. Discuss the factors affecting

quality service implementation
TEN PRINCIPLES OF QUALITY MANAGEMENT

1. COMMITMENT

Top management must set clear standards for quality, as well as

provide the necessary support and training

2. CULTURE
To alter culture and attitudes, training is essential. Negative
attitudes must be adressed to promote individual contributions
and make “ quality awareness” a regular aspect of everyone’s
work.
TEN PRINCIPLES OF QUALITY MANAGEMENT

3. CONTINUOUS IMPROVEMENT

Continuous improvement encompasses both “ incremental” and

breakthrough” improvements. Improvement may take several
forms, including the following:
a. Increasing consumer value via new and better goods and
services;
b. Recognizing new business possibilities
c. Errors, faults, inefficiencies and waste are reduced
d. Enhancing responsiveness and cycle time performance;
e. Increasing resource usage productivity and effectiveness.
TEN PRINCIPLES OF QUALITY MANAGEMENT

4. COOPERATION

Employees involvement: employee is engaged in the company’s

day-to-day operations and plays an active role in assisting the
company in achieving its objectives.

Employee Empowerment: recognition by workers and management

that there are many barriers to attaining organizational objectives
that may be overcome by individuals given the appropriate tools and
authority
TEN PRINCIPLES OF QUALITY MANAGEMENT
5. CUSTOMER FOCUS

The external customers and internal customers should be prioritized.

6. CONTROL

The control mechanisms of the organizations.

7. CROSS-FUNCTIONAL

It spans functions and divisions, include all workers, and extends backward and
forward to encompass the supply chain and customer chain
TEN PRINCIPLES OF QUALITY MANAGEMENT
8. CAUSE ANALYSIS

Instead of focusing on the symptoms of low quality, the emphasis is on the

REASONS. This is accomplished by identifying the problems’ underlying causes
and executing remedial measure that address the issues at the root cause level.

9. CHANGE

Organizational success is dependent on learning and adapting to constant

change.

10. CONCEPT OF TEAM SYNERGY

Team work to solve issues and challenges

ENSURING TEAM
PERFORMANCE
MEETS
STANDARDS
Specific Objectives:

At the end of the lesson, you are

expected to:

[Link] the characteristics of

effective teams; and

b. Point out ways how to

nurture and improve team
performance.
 ENSURING TEAM PERFORMANCE MEETS STANDARDS

Teams in a hospitality setting often refer to either people:

• Within a department
• Working together in the same shift
• Working closely with another department – such as kitchen and front of
house service staff.
 THE PRIMARY CHARACTERISTICS RELATED TO EFFECTIVE TEAMS ARE:

CLEAR GOALS
High performance teams have both a clear understanding of the goal to
be achieved and the idea that it is important. The importance of such
goals means that individuals prioritize team goals above their own. In a
strong team, members are committed to the team’s goals, xknow what
they expect to accomplish and work together to achieve those goals.

RELEVANT SKILLS
Effective team members have the relevant training, technical skills and
abilities to achieve the desired goals and work well with others.
Interpersonal skills here are just as important as technical skills.
 THE PRIMARY CHARACTERISTICS RELATED TO EFFECTIVE TEAMS ARE:

MUTUAL TRUST
Members must have mutual trust, acceptance and recognition of one
another. Members must believe in the integrity and character of other team
members. Trust takes a long time to build and is easily destroyed, so
managers must be careful to nurture and maintain relationships between
team members.
Organizations that work in a climate of openness, honesty and collaboration
generally encourage a culture of trust. Managers can build trust with teams
or groups via communication, being supportive, being respectful, being
predictable and demonstrating competence.
 THE PRIMARY CHARACTERISTICS RELATED TO EFFECTIVE TEAMS ARE:

UNIFIED COMMITMENT

Loyalty and dedication of team members involves doing

anything that has to be done to ensure the team’s success.
Members must be committed to the team’s goals and expend
energy in achieving them.

GOOD COMMUNICATION

Teams should be able to communicate clearly and concisely

with one another, both verbally and non-verbally.
 THE PRIMARY CHARACTERISTICS RELATED TO EFFECTIVE TEAMS ARE:

NEGOTIATION SKILLS
Job design, job description, rules and procedures all help to
clarify employee roles. Effective teams must be flexible and
continually make adjustments to, or “fine tune‟, their progress.
This often requires negotiation skills because problems and
relationships regularly change in teams, requiring members to
confront and reconcile differences.

APPROPRIATE LEADERSHIP
Appropriate leaders set realistic and clear goals. They
demonstrate that change is possible and increase the self-
confidence of team members by helping them realize their
 THE PRIMARY CHARACTERISTICS RELATED TO EFFECTIVE TEAMS ARE:

INTERNAL AND EXTERNAL SUPPORT

Internally, the team must be structured so that: Members are
properly trained an understandable measurement system that
employees can be evaluated against is implemented Incentives are
offered A supportive human climate is fostered. External
management must provide the team with the resources appropriate
to complete the task.

RECOGNITION AND REWARD

After the appropriate teams have been established, and have
functioned for a period, it is critical that management recognize and
reward their efforts. This recognition and reward may be on an
individual or team basis, and may acknowledge outcomes, effort, or
simple participation.
THANK YOU FOR LISTENING!