【摘要】：伴隨著經(jīng)濟和旅游的快速發(fā)展，飯店業(yè)的競爭日趨激烈。當(dāng)今飯店業(yè)的競爭不是單純的市場競爭，也不是單純的人才競爭，而是客源市場和人才雙輪驅(qū)動下的競爭。一家飯店要保持競爭優(yōu)勢既要有源源不斷的顧客、也必須具備對工作高度滿意的一線員工，管理層更多起到潤滑和決策作用。一個組織最理想的運行狀態(tài)是以顧客需求為主方向，一線員工為根本驅(qū)動力，管理層為一線員工指引正確的方向，推動組織前進(jìn)發(fā)展。然而在當(dāng)前的飯店業(yè)現(xiàn)狀是，飯店提供的服務(wù)不是顧客最想要的，顧客最想要的服務(wù)飯店卻提供不了；面對顧客的額外要求，一線員工夾在顧客要求和飯店服務(wù)制度和標(biāo)準(zhǔn)之間，兩面受氣，左右為難，最終造成顧客滿意和員工滿意的雙重降低。 本文在前人研究成果的基礎(chǔ)上，以“服務(wù)質(zhì)量認(rèn)知差距”為切入點，沿著“服務(wù)質(zhì)量認(rèn)知差距”—“角色壓力”—“員工滿意度”的思路開展了如下系列研究： （1）分析了顧客、管理者、一線員工間的服務(wù)質(zhì)量認(rèn)知差距。研究發(fā)現(xiàn)三者之間對服務(wù)質(zhì)量的認(rèn)知確實存在差距，其中管理者對服務(wù)質(zhì)量的認(rèn)知最高，顧客的認(rèn)知水平最低，一線員工的認(rèn)知居中，員工對服務(wù)質(zhì)量的認(rèn)知更接近顧客的認(rèn)知。 （2）探討了服務(wù)質(zhì)量認(rèn)知差距與角色壓力和員工滿意度、角色壓力與員工滿意度的關(guān)系。本文在研究中證實兩兩間的服務(wù)質(zhì)量認(rèn)知差距負(fù)向影響員工滿意度，正向影響角色壓力，角色壓力與員工滿意度負(fù)相關(guān)。 （3）分析了人口統(tǒng)計特征對服務(wù)質(zhì)量認(rèn)知差距、角色壓力和員工滿意度的影響。研究發(fā)現(xiàn)，人口統(tǒng)計特征對員工滿意度無影響。26-35歲的員工相比其他年齡段的員工角色模糊感更強，前廳部的員工比客房部和餐飲部的員工角色負(fù)荷感更強，本科學(xué)歷的一線員工角色不當(dāng)感和角色沖突感是所有學(xué)歷員工中最強的。26-35歲的員工與顧客和管理者的認(rèn)知差距是最大的；56歲以上的顧客與員工和管理者的認(rèn)知差距最大；36-55歲的管理者與員工的認(rèn)知差距最大�？傮w來說，初中及以下的人員與其他人員的認(rèn)知差異較大，，本科學(xué)歷的人員與其他人員的認(rèn)知差異較小；顧客入住該飯店次數(shù)越多，與該飯店員工的認(rèn)知差異越小，與該飯店管理者的認(rèn)知差異也越小。在員工與管理者的認(rèn)知差異中，客房部員工的差異最大；而在管理者與顧客的差異中，前廳部的管理者認(rèn)知差異最大。整體上看，行業(yè)年限和組織年限越長的員工與管理者的認(rèn)知差距越小，與顧客的認(rèn)知差距也越�。磺掖艘�(guī)律同樣適用于管理者。 本研究最后總結(jié)了主要結(jié)論，并提出相應(yīng)的管理建議，包括加強上下溝通，廣納良言；積極鼓勵員工與顧客合理溝通；管理層改變傳統(tǒng)管理理念，適時“微服私訪”；適當(dāng)授權(quán)一線員工，留其以角色壓力的緩沖空間；因材施教培訓(xùn)員工；注重年齡結(jié)構(gòu)上“門當(dāng)戶對”；管理層適時更新知識，跳出固有經(jīng)驗的禁錮。文章最后闡述了本文的研究局限，并對未來的研究進(jìn)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.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F719

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