Quality and Performance Management for

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PERFORMANCE AND QUALITY MANAGEMENT FOR HOSPITALITY, TOURISM, LEISURE AND EVENTS INDUSTRY

ASSIGNMENT

Performance management and measurement in hospitality organisation

DT460/3E
LECTURER: Dr. Detta Melia
STUDENT: Samuel Vyhnanek, Filip Kral
DATE OF SUBMISSION: 21.March 2013
EXECUTIVE SUMMARY

The hotel chosen for the research had some quality assurance systems in place however the findings pointed to inconsistency and ambiguity in recognition of importance to measure and act on results. The way that company could differentiate is by authors’ opinion by understanding that only via improvement on critical success factors starting at the point of hiring human resources. Frameworks used in the company are hard to identify and are inconclusive in nature. Human resources manager used management review one time in her history with a new general manger requesting this. Staff performance appraisal is done every six months mainly through box ticking. Each department has standards of operations procedures manual in place together with safety statement and HACCP system. Customer service and quality feedback is gathered in form of comment cards and P. O. customer service platform is used to empower staff to make decision about resolution of complaints. From in-depth interview with deputy general manager and short questionnaire it was found that there are several dimensions monitored and some frameworks are used. Nonetheless there is no centralised effort to gain an insight about quality standards and performance. Materials gathered are not used for further analysis or development of holistic model for the company and are archived in personal records.

TABLE OF CONTENT

INTRODUCTION4
1.0 Quality and Performance Management5
1.1 Organisation’s Background5
1.2 Purpose of Research6
1.3 Methods6
2.0 THE CRITICAL SUCCESS FACTORS OF THE OPERATION7
2.1 Ten Questions8
3.0 RECOMMENDATIONS10
3.1 Conclusion11
APPENDIX12
BIBLIOGRAPHY AND RESOURCES13

List of Figures

Figure 1: The impact of value resulting in changes in quality 12

INTRODUCTION

Quality is defined by a consumer’s individual and reasonable needs, requirements and expectations. Successful companies are oriented toward continuous improvement of processes involved in satisfaction of customers needs. In the work of D. Summers (2010) it is clearly stated that company’s vision is the basis for all subsequent strategies, objectives and decisions. “Management must be actively involved with and committed to improving quality within the corporation.” (Summers, D, 2010) Companies often develop a mission statement to support the vision. Mission should set the stage for improvement by making statement about company’s goals. This commitment is exemplified through the alignment of performance expectations and reward systems. Hospitality operations such as hotels, restaurants, leisure centres, bars and other managed catering establishments have a specific denominator. Intangibility of the service and high customer contact encompasses quality of infrastructure, product, location, high rate of customer care, skilled management and staff. Consumers today are intelligent and recognise quality issues that companies face. This experience with products and services suggests that quality and performance excellence should gain attention of professionals dedicated to customer satisfaction. Study carried in United States on 86 firms involved several responses what the quality meant to the top management. It was agreed that perfection, consistency, elimination of waste, speed of delivery, compliance with policies and procedures, doing right the first time, delighting the customers, total customer service and satisfaction - these were repeated with certainty the most often. Many service organisations have developed quality assurance systems. The most important dimensions of service quality were concluded as a time,...
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