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Assessing Frontline Staff Performance of Service Delivery in Some Selected Hotels in Accra Metropolis

Received: 29 October 2016    Accepted: 16 March 2017    Published: 25 May 2017
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Abstract

The need of the Customer satisfaction means that how the customer perceives service delivery. Customer satisfaction will be a function of service that performance relative to the customer expectation. For this reason, it is important to understand how customer expectation is formed in order to identify the factors of service satisfaction in the hotel industry. There are views from different customers with different expectations, on their knowledge base of a product or service. This can be implied that a customer may estimate what the service performance will be or may think what the performance ought to be. If the service performance meets or exceeds customers’ expectation, the customers will be satisfied. The objective of the study were to assess the performance of frontline staff in the hotel industry. With a sample size of seventy five (75) picked at random from five (5) selected hotels with their grading ranging from two-star and three-star and the people interviewed being management staff, frontline staff and guest. The study used questionnaires for data collection and the Statistical Package for Social Sciences (SPSS) for analysis of the data. The findings indicate that “Quality services” is the highest ranking among other service dimensions which the hotel customers expect. This signifies that the hotel customers are concerned with a standard of service that should be provided equivalently within the industry. Regarding the service expectation dimensions, inferential analyses show that there are significant differences among hotel customers, who have different patterns of visit, age ranges, and levels of income. The managerial implications are drawn from this study for two and three hotels, and policy-makers.

Published in International Journal of Hospitality & Tourism Management (Volume 1, Issue 1)
DOI 10.11648/j.ijhtm.20170101.13
Page(s) 23-31
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Customer, Managerial, Services, Performance

References
[1] Hon, A. H. Y, Chan, W. W. H., Lu, L. (2013). Overcoming work related stress and promoting employee creativity in the hotel industry: The role of task feedback from supervisors. International journal of Hospitality Management 33(2), 416-424.
[2] Boakye, K. N. (2010). Achieving Excellence in Guest Service: Esterwick Victoria: Hospitality Press Pty.
[3] Kandampully, J. and Suhartanto, D. (2012). Customer loyalty in the hotel industry: The role of customer satisfaction and image. International Journal of Contemporary Hospitality Management, 12 (6), 346-351.
[4] Watt. P. (2009). Customer service work and emotional labour in the hospitality industry. UK: University of London.
[5] Love lock, C. and Wirtz, J. (2014). Services Marketing: People, Technology, Strategy, 6th Edition, Pearson Prentice Hall, Upper Saddle River, NJ.
[6] Suttis, A. T., Wortman, F. J., (2011). Hotel and Lodging Management 2nd ed. Pearson Education Inc: New Jersey.
[7] Kappa, M. M. Nitschke, A and Schappert, P. B. (2009). Housekeeping management 2nd American Hotel and Lodging Association: Michigan.
[8] Jones, P. and Lockwood, A. (2010).The management of hotel operations Thomson Learning: London.
[9] Gary, K., Hoof, V., Hubbert, B. (2013). A Host of opportunities 2nd Ed. Pearson Education: New Jersey.
[10] Glen, R, (2010). Five Attributes of Memorable Customer Service Experience [online] available at (http:Enzine Articles.com/?expert/attributes of service staff) [accessed on 23rd February, 2015].
[11] Ive, J. (2012). Achieving Excellence in Guest Service: Esterwick Victoria: Hospitality Press Pty.
[12] Walker, R. K (2011). Introduction to Hospitality Management 2nded. Pearson Education: New Jersey.
[13] Mola, F., and Jusoh, J.,(2011) Service Quality in Penang Hotels: A Gap Score Analysis, World Applied Sciences Journal 12(Special Issue of Tourism & Hospitality):19-24, 2011.
[14] Armstrong, M. (2001). A Handbook of Human Resource Management (8thedn.). London: Kogan Page.
[15] Sommorville, L. K. (2011). Hospitality Employee Management. John Wiley and Sons Inc. New Jersey.
[16] Nickson, D. (2009). Human Resource Management for the Hospitality and Tourism Industries. Elsevier.
[17] Sarantakos, S. (2010). Social Research. Palgrave Macmillan, Basingstoke.
[18] Galanou, E., Georga kopoulos, G., Sotiropoulou, I, and Dimitris, V., 2010. The effect of reward system on job satisfaction in an organizational chart of four hierarchical levels: a qualitative study. Canadian Social Science, 6 (5), pp. 102-123
[19] Parasuraman, A., Zeithaml, V. A., Berry, L. L. (2011).A conceptual model of service quality and its implications for future research, Journal of Marketing,49(3),41–50.
[20] Zeithaml, V. A., Parasuraman, A., Berry, L. L., (2009). SERVQUAL: a multiple-item scale for measuring consumer perceptions of service quality, Journal of Retailing, 64(1), 12–40.
[21] Min, H. K., and Min, H. S. (2013). Bench marking the quality of hotel services: Managerial perspectives. International Journal of Quality & Reliability Management, 14(6), 582-597.
Cite This Article
  • APA Style

    Adelaide Grace Mensah-Kufuor, Vida Doku. (2017). Assessing Frontline Staff Performance of Service Delivery in Some Selected Hotels in Accra Metropolis. International Journal of Hospitality & Tourism Management, 1(1), 23-31. https://doi.org/10.11648/j.ijhtm.20170101.13

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    ACS Style

    Adelaide Grace Mensah-Kufuor; Vida Doku. Assessing Frontline Staff Performance of Service Delivery in Some Selected Hotels in Accra Metropolis. Int. J. Hosp. Tour. Manag. 2017, 1(1), 23-31. doi: 10.11648/j.ijhtm.20170101.13

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    AMA Style

    Adelaide Grace Mensah-Kufuor, Vida Doku. Assessing Frontline Staff Performance of Service Delivery in Some Selected Hotels in Accra Metropolis. Int J Hosp Tour Manag. 2017;1(1):23-31. doi: 10.11648/j.ijhtm.20170101.13

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  • @article{10.11648/j.ijhtm.20170101.13,
      author = {Adelaide Grace Mensah-Kufuor and Vida Doku},
      title = {Assessing Frontline Staff Performance of Service Delivery in Some Selected Hotels in Accra Metropolis},
      journal = {International Journal of Hospitality & Tourism Management},
      volume = {1},
      number = {1},
      pages = {23-31},
      doi = {10.11648/j.ijhtm.20170101.13},
      url = {https://doi.org/10.11648/j.ijhtm.20170101.13},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijhtm.20170101.13},
      abstract = {The need of the Customer satisfaction means that how the customer perceives service delivery. Customer satisfaction will be a function of service that performance relative to the customer expectation. For this reason, it is important to understand how customer expectation is formed in order to identify the factors of service satisfaction in the hotel industry. There are views from different customers with different expectations, on their knowledge base of a product or service. This can be implied that a customer may estimate what the service performance will be or may think what the performance ought to be. If the service performance meets or exceeds customers’ expectation, the customers will be satisfied. The objective of the study were to assess the performance of frontline staff in the hotel industry. With a sample size of seventy five (75) picked at random from five (5) selected hotels with their grading ranging from two-star and three-star and the people interviewed being management staff, frontline staff and guest. The study used questionnaires for data collection and the Statistical Package for Social Sciences (SPSS) for analysis of the data. The findings indicate that “Quality services” is the highest ranking among other service dimensions which the hotel customers expect. This signifies that the hotel customers are concerned with a standard of service that should be provided equivalently within the industry. Regarding the service expectation dimensions, inferential analyses show that there are significant differences among hotel customers, who have different patterns of visit, age ranges, and levels of income. The managerial implications are drawn from this study for two and three hotels, and policy-makers.},
     year = {2017}
    }
    

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    AB  - The need of the Customer satisfaction means that how the customer perceives service delivery. Customer satisfaction will be a function of service that performance relative to the customer expectation. For this reason, it is important to understand how customer expectation is formed in order to identify the factors of service satisfaction in the hotel industry. There are views from different customers with different expectations, on their knowledge base of a product or service. This can be implied that a customer may estimate what the service performance will be or may think what the performance ought to be. If the service performance meets or exceeds customers’ expectation, the customers will be satisfied. The objective of the study were to assess the performance of frontline staff in the hotel industry. With a sample size of seventy five (75) picked at random from five (5) selected hotels with their grading ranging from two-star and three-star and the people interviewed being management staff, frontline staff and guest. The study used questionnaires for data collection and the Statistical Package for Social Sciences (SPSS) for analysis of the data. The findings indicate that “Quality services” is the highest ranking among other service dimensions which the hotel customers expect. This signifies that the hotel customers are concerned with a standard of service that should be provided equivalently within the industry. Regarding the service expectation dimensions, inferential analyses show that there are significant differences among hotel customers, who have different patterns of visit, age ranges, and levels of income. The managerial implications are drawn from this study for two and three hotels, and policy-makers.
    VL  - 1
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Author Information
  • Hotel Catering & Institutional Management Department, Accra Polytechnic, Accra, Ghana

  • Hotel Catering & Institutional Management Department, Accra Polytechnic, Accra, Ghana

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