服务质量认知差距、角色压力与饭店员工满意度关系研究

发布时间：2018-08-15 15:57

【摘要】：伴随着经济和旅游的快速发展，饭店业的竞争日趋激烈。当今饭店业的竞争不是单纯的市场竞争，也不是单纯的人才竞争，而是客源市场和人才双轮驱动下的竞争。一家饭店要保持竞争优势既要有源源不断的顾客、也必须具备对工作高度满意的一线员工，管理层更多起到润滑和决策作用。一个组织最理想的运行状态是以顾客需求为主方向，一线员工为根本驱动力，管理层为一线员工指引正确的方向，推动组织前进发展。然而在当前的饭店业现状是，饭店提供的服务不是顾客最想要的，顾客最想要的服务饭店却提供不了；面对顾客的额外要求，一线员工夹在顾客要求和饭店服务制度和标准之间，两面受气，左右为难，最终造成顾客满意和员工满意的双重降低。本文在前人研究成果的基础上，以“服务质量认知差距”为切入点，沿着“服务质量认知差距”—“角色压力”—“员工满意度”的思路开展了如下系列研究：（1）分析了顾客、管理者、一线员工间的服务质量认知差距。研究发现三者之间对服务质量的认知确实存在差距，其中管理者对服务质量的认知最高，顾客的认知水平最低，一线员工的认知居中，员工对服务质量的认知更接近顾客的认知。（2）探讨了服务质量认知差距与角色压力和员工满意度、角色压力与员工满意度的关系。本文在研究中证实两两间的服务质量认知差距负向影响员工满意度，正向影响角色压力，角色压力与员工满意度负相关。（3）分析了人口统计特征对服务质量认知差距、角色压力和员工满意度的影响。研究发现，人口统计特征对员工满意度无影响。26-35岁的员工相比其他年龄段的员工角色模糊感更强，前厅部的员工比客房部和餐饮部的员工角色负荷感更强，本科学历的一线员工角色不当感和角色冲突感是所有学历员工中最强的。26-35岁的员工与顾客和管理者的认知差距是最大的；56岁以上的顾客与员工和管理者的认知差距最大；36-55岁的管理者与员工的认知差距最大。总体来说，初中及以下的人员与其他人员的认知差异较大，，本科学历的人员与其他人员的认知差异较小；顾客入住该饭店次数越多，与该饭店员工的认知差异越小，与该饭店管理者的认知差异也越小。在员工与管理者的认知差异中，客房部员工的差异最大；而在管理者与顾客的差异中，前厅部的管理者认知差异最大。整体上看，行业年限和组织年限越长的员工与管理者的认知差距越小，与顾客的认知差距也越小；且此规律同样适用于管理者。本研究最后总结了主要结论，并提出相应的管理建议，包括加强上下沟通，广纳良言；积极鼓励员工与顾客合理沟通；管理层改变传统管理理念，适时“微服私访”；适当授权一线员工，留其以角色压力的缓冲空间；因材施教培训员工；注重年龄结构上“门当户对”；管理层适时更新知识，跳出固有经验的禁锢。文章最后阐述了本文的研究局限，并对未来的研究进行展望。
[Abstract]:With the rapid development of economy and tourism, the competition in the hotel industry is becoming more and more fierce. Nowadays, the competition in the hotel industry is not only the market competition, nor the talent competition, but also the competition driven by both the tourist market and the talent. Management plays a more important role in lubricating and decision-making. The most ideal operating state of an organization is to take customer demand as the main direction, front-line employees as the basic driving force, and management guides the front-line employees in the right direction to promote the development of the organization. However, the current situation in the hotel industry is that the services provided by hotels are not available. It is what customers want most, but what customers want most can not be provided by the service hotel. Faced with the additional requirements of customers, front-line employees are sandwiched between customer requirements and hotel service system and standards. They are angry on both sides and in a dilemma, which eventually leads to the double reduction of customer satisfaction and employee satisfaction.
On the basis of previous research results, this paper takes "service quality cognitive gap" as the breakthrough point, and carries out the following series of studies along the thinking of "service quality cognitive gap", "role pressure", "employee satisfaction":
(1) This paper analyzes the cognitive gap of service quality among customers, managers and front-line employees, and finds that there is indeed a gap among them. Among them, managers have the highest perception of service quality, customers have the lowest perception level, front-line employees have the middle perception, and employees'perception of service quality is closer to that of customers.
(2) The relationship between perceived service quality gap and role stress, employee satisfaction, role stress and employee satisfaction is discussed.
(3) The effects of demographic characteristics on perceived service quality gap, role stress and employee satisfaction were analyzed. The results showed that demographic characteristics had no effect on employee satisfaction. The perception gap between employees aged 26-35 and customers and managers is the greatest; the perception gap between customers aged 56 and over and between employees and managers is the greatest; the perception gap between managers aged 36-55 and employees is the greatest. The cognitive differences between the staff with bachelor's degree and those with other qualifications are relatively large, while the cognitive differences between the staff with bachelor's degree and those with other qualifications are relatively small. On the whole, the cognitive gap between employees and managers with longer industry and organizational years is smaller, and the cognitive gap between employees and customers is smaller; and this rule is also applicable to managers.
At the end of this study, the main conclusions are summarized and corresponding management suggestions are put forward, including strengthening communication between the top and bottom, accepting good advice; actively encouraging reasonable communication between employees and customers; changing the traditional management concepts, timely "micro-service private visits"; appropriately empowering front-line employees, leaving a buffer of role pressure; and training staff according to their aptitude. At the end of the paper, the limitations of this study are discussed and the future research is prospected.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F719

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