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ABSTRACT

Tide:
QUALITY OF FRONT OFFICE SERVICES OF HOTELS IN TARLAC CITY
Researcher:CriseldaO.Alamo
Degree: Master of Bsi!ess Admi!istratio!
Adviser: Eli"a#et$ A. Amrao% &BA
The study made an in-depth assessment of the quality of front office services of
selected hotels in Tarlac City namely: Gran ri! "conotel# $a %a&a Rica 'otel# Central
ar( 'otel and TS) 'ostel from *oth the conceptual standpoint and that of service quality
measurement
The study identified the profile of the selected hotels as to location# num*er of
rooms# num*er of hotel employees# type of clientele and years in operation and the level of
hotel guests+ e!pectations and hotel guests
,
actual e!perience of the quality of front office
service performance across all five service quality dimensions -tangi*ility# relia*ility#
responsiveness# assurance# empathy./ The e!istence of service quality gaps 0ere also
identified and the possi*le solutions and recommendations 0ere proposed/
1n general# the results of the study revealed that 2relia*ility3 dimension 0as sho0n
to *e the strongest service quality dimension for 'otel B# C and D and for 'otel A4
2tangi*ility3 dimension 0as the least important dimension/
Chapter ,
1'" R5B$"% A6D 1T7 BAC8GR5)6D
1ntroduction
The *ottom line of a firm+s mar(eting strategies and tactics is to ma(e profits and
contri*ute to the gro0th of the company in order to adapt in this fast-paced and
increasingly competitive mar(et/ Customer satisfaction and quality in products or
services are some of the concerns affecting all organi9ations# *e it large or small# profit or
non-profit# glo*al or local/ %any companies are interested in studying# evaluating and
implementing mar(eting strategies that 0ould aim at improving customer retention and
ma!imi9ing share of customers in vie0 of the *eneficial effects on the financial
performance for the firm/ Glo*al competition in relation to customer retention is forcing
companies to turn to quality in order to survive/ erhaps the most important reason for
pursuing quality is that quality pays/
As many industrial sectors mature# competitive advantage through high quality
service is an increasingly important 0eapon in *usiness survival/ The hotel industry has
certainly not *een e!empted from increased competition or rising consumer e!pectations of
quality/ The hotel industry in Thailand is currently undergoing a dramatic transformation and
e!periencing heightened competition/ The Thai-*ased hotels have increased their competition
and no0 instead of having only a nice room to dra0 cuatomen in# they offer
%
high quality staff+
as an amenity/ Guest satisfaction is the hifhctf priority for o0ners and managers competing
0ith hundreds of others# and oomiden1 a hotel to ftay in -:ipoosattaya# ;<<,./
Some of the services required in the hotel industries ore highly ptnouii9cd# end no
amount ot automation can su*stitute for personal service providers as performed *y the
hotels+ front office staff/ :or(ing as a front office staff offers a 0ide level of challenges and
opportunities to providers of services/ :ith the onslaught of the information age# hotel
guests have *ecome (no0ledgea*le a*out 0hat to e!pect in terms of front office services/
'otels no0 need to adapt to the needs of the guests and should *nng innovative 0ays of
responding to the needs and demands of customers to achieve quality service/
Tarlac City# *eing one of the premiere tourist destinations in Central $u9on#
hilippines# is a culturally diverse hu* famous for its delicious food and large plantations/ 1t
has hotels that are in e!istence for many years/ This implies that the hotel industry in the city
is profita*le/ The yearly arrival of domestic and foreign tourists ma(es the hotel *usiness
via*le/ This fact presents a great necessity for hotel providers here in this locale to put more
emphasis on achieving high level of quality service at all times focusing more in the services
*eing provided *y the front office department
=ront office department of a hotel sets the first and last impression to the guests/ 1t is
the department that comes into contact 0ith clients/ They are responsi*le in 0elcoming
guests to the accommodation section> meeting and greeting them# ta(ing and organi9ing
reservations# allocating chec( in and chec(-out rooms# organi9ing porter service# issuing
(eys and other security arrangements# passing on messages to customers and settling the
accounts/ But still challenges in the delivery of front office services seem to *e inevita*le/
According to the study of :eissinger -;<<?.# common complaints received *y the front office
ihi%i'm nt have something to do 0ith lac( of cleanliness> physical condition of
the footfi such as pro*lems on air conditioning/ lo0 0ater pressure# discourteous
employees# telephone services# slo0 room service and *illing discrepancies in 0hich
some hotels tall short in meeting guests+ e!pectation/
revious researches e!plored customer satisfaction regarding the service quality
of all areas in the hotel so that the hotel can assess the customers+ e!pectations/ This
study utili9ed five factors of service quality namely: tangibility, reliability, responsiveness,
assurance and empathy for the identification of the level of quality of front office services
only# and tried to e!plore the customers+ e!pectations of the quality of service and
customers3 perception of the actual quality of service performance provided at selected
hotels in Tarlac City/
The end goal of this underta(ing might provide some insights into ho0
customers rate the service quality and assess customers+ satisfaction 0hich 0ill
eventually contri*ute to the efforts directed to improving the quality of front office
services/
Statement of the ro*lem
The study aimed to loo( into the quality of front office services of hotels in
Tarlac
City/
Specifically# this study sought to ans0er the follo0ing questions:
,/ :hat is the profile of the hotels in Tarlac City as to:
,/, $ocation
,/; 6um*er of Rooms
,/? 6um*er of 'otel "mployees
IA Type of Clientele
,/@ Aears in 5peration 2 :hat is the level of hotel guests+ e!pectations and hotel guests+
perception of the actual quality of front office service performance of selected hotels in Tarlac City
identified in terms of:
;/, Tangi*ility
;/; Relia*ility
;/? Responsiveness
;/B Assurance
;/@ "mpathy
?/ 'o0 is the discrepancy *et0een hotel guests+ e!pectations and the hotel guests+ perception of the
actual quality of service performance e!plainedC
Significance of the Study
The study 0ill *e significant to the service industry as it 0ill contri*ute to further
understanding of important service quality attri*utes and may contri*ute to the understanding of
a specific hotel service specifically front office services and may provide recommendations for
the improvement of that service/
The findings of the study have a great value in helping the hotel administrators# hotel
managers# front office personnel# hotel guests# as 0ell as future researchers/
To the 'otel Administrators# it 0ould serve as a *asis on the (ind of programs and policies that
might *e complemented to improve the service quality of hotels/
Chapter ?
%"T'5DS 5= ST)DA A6D S5)RC"S 5= DATA
This chapter 0as devoted to the description of the methods and procedureD that Dere done in order to
o*tain the data# ho0 they have *een analy9ed# interpreted# and ho0 the conclusions 0ere made/ This section
&ustified the means in 0hich the study haD *een conducted/
Research Design
The descriptive method of research 0as used in this study/ Descriptive research method
is designed to gather information a*out the quality of front office services of selected hotels in
Tarlac City across all service quality dimensions/ 1n the hand*oo( of Tarlac State )niversity
Graduate School -;<<;. in descriptive research# varia*les are studied# as they e!ist in their
setting/ 6o e!perimental varia*les are manipulated and the main concerns are to descri*e the
status# profile# incidences or occurrences of the varia*les/ The purpose of descriptive studies is to
o*serve# descri*e# and document aspects of a situation/ Tan -;<<E. also says that descriptive
design ans0ers questions and satisfies curiosity a*out a certain phenomenon at the time of the
study 0hile Di9on -;<<;. defined it as the gathering of data from present or e!isting conditions/
SourceD of Data
lhe respondents of this study consisted of ,<< guests 0ho stayed at selected hotels in Tarlac City
namely: Gran ri! "conotel# $a %a&a Rica 'otel# Central ar( 'otel and TS) 'ostel last 6ovem*er ;<,,
until 4anuary of ;<,;/
The researcher chose the respondents *y the convenience sampling method/ Convenience
sampling is a non-pro*a*ility sampling technique 0here the hotels 0ere selected *ecause of their
B,
convenient accessi*ility and pro!imity to the researcher/ They 0ere selected *ecause they 0ere the easiest
to recruit for the study and the researcher did not consider selecting su*&ects that are representative of the
entire population/ The num*er of guests in different hotels in Tarlac City is &ust too large that it is
impossi*le to include every one of them/ The researcher chose to use this sampling technique *ecause it is
fast# ine!pensive# easy and the su*&ects 0ere readily availa*le/
Ta*le , revealed the frequency distri*ution of hotel respondents 0ho 0illingly participated in the
study/
Ta*le ,
=requency Distri*ution of 'otel Respondents 0ho 0illingly participated in the study
rfae nevefF8Dim of tach of the hotels as(ed ?< guesta to ans0er the l
B
part of the Gceooonaire
upon their arrival to e!plore the guests3 e!pectations to0ards the five > mcnsv58 of service quality
0ithout them (no0ing that there 0ould *e another set of Gfatttosiro 0ith same components that 0ould
*e given to them - art ;./ The same poop of guests 0ere as(ed to ans0er art ; of the questionnaire
to e!plore the customers+ perception of the actual quality of service performance/ ;H guests of 'otel B
returned the completed questionnaire upon departure -;B/,IJ. follo0ed *y 'otel A guests 0ho
returned ;E -;,/EIJ.# 'otel D guests returned ;@ -;</7?J. and ;< ans0ered questionnaires 0ere
'oteli in Tarlac City Total K of
Distri*uted
Luestionnaires
)nreturned
Luestionnaires
Returned
Luestionnaires
ercentage of
Returned
Luestionnaires
Hotel A ?< B ;E ;,/EIJ
'otel B
?< 1 , ;H ;B/,IJ
'otel C ?<
,< ;< ,E/EIJ
'otel D
?<
@ ;@ ;</7?J
Total
,;<
;< ,<< 7??BJ
returned *y the guests of 'otel C -,E/EIJ./ A total of ,<< filled up questionnaires 0ere retrieved *y
the researcher out of the ,;< targeted sample si9e that 0ere distri*uted among the four participating
hotels/
There 0ere only B hotels that served as respondents for the study *ecause of the !'illi!(!ess of
the other hotels to participate/ The initial goal of the researcher 0as to cover all 7 hotels -Tarlac
rovincial 1nvestment Tourism and 1nformation 5ffice and Tariac City Tourism 5ffice# ;<,,. in Tarlac
City/ 1f the hotels 0ere only more eager to participate and offer feed*ac(# the results could have *een
more generali9ed and the results 0ould have *een very useful for improving hotel front office services
in Tarlac City/
An attempt to also cover all accredited hotels *y Department of Tourism 0as nude *y the
researcher/ 'o0ever# until no0 *ased from the gathered information o*tained *y the researcher
through personal intervie0s 0ith some officers in the Tarlac lovinciaft 1nvestment Tourism and
1nformation 5ffice and Tarlac City Tourism 5ffice#
H 41
the ho0ls that are in operations up to this time# are not yet all accredited -See Appendi! D/
)St of Accredited 'otels *y Region# aa of Septem*er ?<#;<,,J
Research 1nstruments
The researcher used a questionnaire for the hotel guests to assess the quality of the
front office services of hotels in Tarlac City/ The questionnaire instrument consisted of ? parts
as follo0s>
The first and second pans included @ factors according to service quality dimensions
of the S"RML)A$ system: tangi*ility# relia*ility# responsiveness# assurance# and empathy
*ased on arasuraman et a$ -,H77./
The third part of the questionnaire contained a *rief demographic profile of the hotel
B?
guests 0hich includes the gender# age/ nationality# occupation# purpose of trip and frequency
of visits/
Before the distri*ution of the questionnaires for the respondents to ans0er# the
questionnaire has *een discussed first *y the researcher and the front office managerN
supervisor to e!amine the first draft of the questionnaire and any am*iguities over terms and
questions have *een corrected *efore the scheduled pilot test/ Any suggestions coining from
the management for the *etterment of the design of a suita*le questionnaire Oerved as a great
help for the researcher/
i8iinti0aliti0 Relia*ility
The instrumentation employed for this research 0as modeled after the S"RML)A$ scale
developed *y arasuraman# Peithaml & Berry -,HH<. *ecause it has *een supported 0ith sufficient
empirical research/ 1n most cases# S"RML)A$ has *een found to *e a relatively simple and ine!pensive
instrument that provides valua*le information on organi9ation+s service quality/ %oreover a num*er of
research findings support the S"RML)A$ instrument as a valid measure of service quality/ The
S"RML)A$ model employs a multiple-item scale that measures service quality as perceived *y customers
along five distinct dimensions that comprised ;; specific operating statements/ The dimensions are:
assurance# empathy# relia*ility#
responsiveness# and tangi*les/
Data Gathering rocedure
The study investigated levels of quality of front office services through the e!pectations and
perceptions of actual e!periences of hotel guests 0ho stayed at selected hotels in Tarlac City/
The study 0as conducted using self-administered questionnaires 0ith the consent from the hotel
managerN front office manager *eforehand/ The respondents 0ere informed that their participation 0as on a
voluntary *asis and all information provided 0ould *e (ept private and confidential/ Luestionnaires 0ere
distri*uted onh to those 0ho agreed to participate in the study/ The researcher then *riefly e!plained the
nature and requirement of the survey to the receptionistN front des( cler( of each of the four participating
hotelD# 0ho administered the questionnaires to the guests/
Chapter @
S)%%ARA 5= =16D16GS# C56C$)S156S A6D R"C5%%"6DAT156S
All data gathered 0ere analy9ed# interpreted and 0ere synthesi9ed in this chapter/ The
findings *ased on the pro*lems identified 0ere presented including the conclusions dra0n and
the recommendations proposed *y the researcher/
This is a study that made a descriptive analysis of the service quality of the front office
services provided *y the selected hotels in Tarlac City/ 1t utili9ed five factors of service quality
namely: tangibility, reliability, responsiveness, assurance and empathy and made an effort to e!plore
the hotel guestsD e!pectations and hotel guests+ actual e!perience of the quality of hotel front
office services/
Summary of =indings
,/ rofile of the 'otels in Tarlac City -as to $ocation# 6um*er of rooms/ 6um*er of
'otel "mployees# Type of Clientele# Aears in 5peration.
The assured mar(et of 'otel A and 'otel B are usually coming from trav elers assing
*y the %ac Arthur 'igh0ay/ 'otel CDs close pro!imity to la9a $uisita Center# guarantees also
a potential mar(et/
'otel B3s ratio of the total num*er of rooms offered to its total num*er of BBployees is almost
,:, -B<:B,./ This means that 'otel B+s effort to maintain relativeG fefh ratio of staff mem*ers to guests
can offer *etter quality of front office services providing quic( response to guests3 requests/
,<I
;E/ G IJ of the hotel guests of 'otels A# B# C# D are employees 0ho usually come m
groups 0here they often visit hotels for meetings# seminars and conventions/
'otel B has *een in the hotel *usiness in Tarlac City for the longest time -,; yean./
'otel C for ,, years# and 'otel A and D for B years indicating the via*ility of hold *usiness in
the city of Tarlac/
;# $evel of hotel guestsD e!pectation and actual e!perience of the quality of front office
service performance
Based on the given responses# the overall rating of e!pectation of hotel guests of 'otel
A# B# C and D to0ards 2tangi*ility3 is at B/;H/ 2Staff providing services 0ith a 2smile3 received
the highest e!pectation mean rating from all hotels at B/BB/ 5n the other hand# the guests+
actual e!perience 0as rated B/;,/
The overall rating of e!pectation of hotel guests concerning 2relia*ility+ dimension 0as
scored at B/;?/ Guests 0ere satisfied 0ith 0hat they have e!perienced in terms of relia*ility of
service and scored their actual e!perience at B/;;/ Component0ise analysis# 2sincere in solving
customer pro*lems3 0ould *e the area 0here 'otel A needs to improve on/ =or 'otel B# 'otel
C and 'otel D# noted components for improvement 0ould *e 2staff getting things right at the
first time+# 2dependa*le+ and 2provide services as promised+/
Guests have high e!pectations on the quic( response of the hotel staff specifically
Qervioes provided *y the front office agentsN front des( cler(s and scored their ttpec0ion
to0ards 2responsiveness3 dimension at B/??/ The actual e!perience 0as rated '' 6oted
components that received lo0 scores for 'otel B# C and D in actual
,<7
e!pcnenRe caarSnr& 0ould *e: 2employees+ 0illingness to help+ and 21nform 0hen services 0ill
*e performed+
T*etD 0T a high e!pectation among hotel guests of the selected hotels to0ards
2assurance+ dimension and scored it at B/?I/ Guests 0anted to deal 0ith front office staff
0ho 0ere trust0orthy/ The overall actual e!perience of hotel guests received an overall
mean score of B/?,/ Components that received the highest gaps for 'otels B# C and D
0ould *e> 2safe feeling of customers in transaction3# 2courteous employees+ and 2adequate
support from employees3/
The overall e!pectation of hotel guests concerning 2empathy3 dimension 0as rated
B/??/ =or from office staff of 'otels B/ C and D# they should put more effort in improving
+employees communicating effectivelyD and 2customer3s *est interests at heart+ components/
The overall actual e!perience of hotel guests 0as at B/;,/
=or 'otel A# the results revealed that the 2empathy+ dimension raised the highest
level of e!pectation# 0hereas the 2assurance+ dimension fulfilled the highest level of
perception/ 2Responsiveness+ attained the lo0est mean rating in terms of hotel guests+
e!pectation at B/;; and for hotel guests3 actual e!perience# 2tangi*ility3 and +empathy+
dimensions ran(ed the lo0est
The overall rating of e!pectation of hotel guests of 'otel B to0ards the five
dimensions of service quality 0as rated B/??/ The result of hotel guests+ e!pectation
sho0ed that 2assuranceD dimension received the highest mean score of B/B, and lo0est
0ould *e the 2relia*ility3 dimension -B/;?./ %ost guests e!pected that front office staff B
UQTDVTTW trust0orthy# and are 0ell-(no0ledgea*le of hotels3 products and service
oficruG/ The actual e!perience of 'otel B guests 0as also at B/;</
lot
The result of hotel guests+ actual e!perience sho0ed that 2responsivenessD and
,<H
Oassurance dimensions received the highest mean score of B/;;# follo0ed *y 2tangi*ilityD
aid 2relia*ility -B/;,. and empathy at B/,@/ =ront 5ffice staff of 'otel C are courteous
and they possess the 0illingness to help guests and they provided quic( service to guests+
requests andNor complaints/ The guests also felt safe 0ith anyNall their dealings in 'otel
B+s front office department
'otel C guests scored B/?? for their overall e!pectations of front office services/
2AssuranceD dimension received the highest mean at B/B, and 2relia*ilityD dimension
received the lo0est mean score of B/;?/ Guests e!pected that they 0ill feel safe in all
their transactions in the front office/ 5verall rating of actual e!perience of 'otel C guests
0as at B/; 0hich means that it mattered to guests of 'otel C that front office staff 0ho
assisted them in their chec(-in and chec(-out formalities are prompt and professional in
delivering their services/
'otel D received B?? mean rating for the overall e!pectation of their guests/
2AssuranceD dimension received die highest mean score -B/B,. and last 0ould *e
2relia*ilityD -B/;?./ "!pectations 0ith regard to competence# courtesy and credi*ility are
at a high level/ Guests also e!pected that it 0as safe to transact 0ith the front office staff
of the 'otel D/ Guests of 'otel D 0ere satisfied 0ith their e!perience and rated the
actual performance of the services at B/;</ They 0ere on the other hand# someho0 rtiV
riifii ill 0ith the component 2empathy3 0hich received the lo0est ran( among all the
dimensions filed al B/,@/
S* Service Luality Gap
'ie mulii rvvctled that for 'otel A# the overall level of perception 0ne higher for
+responsiveness+# +assurance3# and +empathyD dimeniions tlian -he level of e!pectation e!cept for
the 2tangi*ility+ and +relia*ilityD dimensions 0hich yielded to positive gaps ositive gaps indicate
satisfaction to gucita and front office staff e!ceeded guests+ e!pectation/
=or 'otel B# the gaps are negative for all five dimensions indicating dissatisfaction to
,,<
guests/ Component-0ise analysis# management should focus more on improving these
components li(e> i/. staff providing services 0ith XSmileX# ii/. employees 0illingness to help iii/.
safe feeling of customers in transaction# iv/. customer+s *est interests at heart and v/. employees
communicating effectively/
The findings sho0ed that the overall level of perception of hotel guests of 'otel C 0as
lo0er for all the five dimensions of service quality than e!pectation/ 'otel C guests e!pected a
lot in the +assurance3 dimension having the highest mean rating -B/B,./ This study revealed that
employees 0ho are 0ell-(no0ledgea*le of the hotel+s product and service offerings and their
a*ility to convey trust and confidence to guests 0ill definitely yield customer satisfaction/
+Assurance3 dimension 0as the component that received the highest gap score of Y</,H/
'otel D3s rating in S"RML)A$ gap determination are negative for all the five
dimensions -tangi*ility# relia*ility# responsiveness# assurance and empathy. indicating
dissatisfaction to guests/ Component-0ise analysis# the study reveals higher level of
dissatisfactions are seen in factors li(e> i/. staff providing services 0ith XSmileZ# ii/. employees3
0illingness to help# iii/. safe feeling of customers in transaction# iv/.
1ll
employeeD communicating effectively and v/. customer3s *est interests at heart/ 5n the other hand# factors
li(e i/. visually appealing materials# ii/. (eeping accurate records iii/. stneeiD in salving customer
pro*lems# iv/. prompt service from employees and v/. customer+s confidence on employees3 all received
positive gaps indicating satisfaction to guests/
The overall ServLual Gap for 'otels B# C and D across all ServLual dimensions 0ere negative in
all dimensions indicating guests3 e!pectations not met *y the front office personnel# hence dissatisfacetion
to guests/ 'otel A sho0ed positive gaps for +relia*ility+#
B
responsiveness+# 2assurance3 and 2empathy3
,,,
dimensions indicating hotel guests+ e!pectations e!ceeded *y front office service providers/
1mprovements are highly suggested for tangi*ility component 0hich received a negative service quality
gap of -0.08.
Condiuion
1n vie0 of the a*ove mentioned findings# the follo0ing conclusions 0ere therefore
dra0n:
1. The findings revealed that 2assurance3 dimension raised the highest level of e!pectation#
0hereas the 2responsiveness3 dimension fulfilled the highest level of perception/ The
respondents vie0 that hotel front office staff 0ho possess the required (no0ledge to
perform their assigned tas( and those 0ho are trust0orthy 0ill yield to customer
satisfaction/
2. Customer+s confidence on employees# safe feeling of customers in transaction and
courteous employees 0ere usually the concern of guests of 'otel A indicating the
no cDDiiy 'at propsK orientation *efore the performance of the assigned duties or
raDpTYWJihiliticB pi the hotel staffspecifically the front office personnel/ +Tangi*ility+
dimension for 'otel A 0as the least important dimension 0ith a negative gap -B#<,./
B 2AssuranceD and D "mpathyD dimensions 0ere sho0n to *e the 0ea(est dimensions
of satisfaction at 'otel B# 'otel C and 'otel D indicating the need for the hotel
management to arrange special courses to improve effective communication and
customer service s(ills of front office staff/
@/ The common o*servations of guests in their encounters 0ith providers of from
office services 0hich yielded to guests3 dissatisfaction 0ould *e as follo0s > i/.
staff providing services 0ith XSmileX for all four hotels# ii/. employeesD
,,;
0illingness to help# iii/. safe feeling of customers in transaction# iv/. employees
communicating effectively and v/. customer3s *est interests at heart
Consistently delivering quality service covering all five dimensions should
al0ays *e in their top priority/ Dissatisfied guests 0ould for sure affect their re-
patronage intentions/
E/ 2 Relia*ilityD 0as sho0n to *e the strongest dimension of satisfaction for 'otel
B/
'otel C and 'otel D/ Therefore# it is highly suggested that the front office staff
ahould retain these helpful traits and s(ills li(e getting things right the first time#
*eing dependa*le# sincere in solving guest pro*lems# provide services as
promised md accurate records 0ith the vie0 of attaining quality services/
8vrommvadaltans
Based on the conclusions of this study# the follo0ing recommendations are here*y
presented/
'otel A should consider investing on improving the equipments used in from office
services li(e the computer terminals 0ith hotel reservation systems installed for fester
transactions/ %ost importantly# the physical evidences 0ould *e the front office staff# to
possess good personality and are al0ays 0ell-dressed/
;/ To address the need to improve lo0 scored components li(e 2staff getting things
right at the same timeD# 2dependa*leD and 2provide services as promisedD/ 'otel B#
'otel C and 'otel D3s front office management should address the need to assign 0ell-
trained# e!perienced# courteous and efficient front office staff 0ho 0ill man the (ey
posts or stations in their respective front office departments/
?/ 'otel B# 'otel C and 'otel D front office agents should al0ays ma(e the
,,?
initiative to inform guests 0hen services 0ill *e performed/ The employees+ 0illingness
to help the guests is also highly suggested to *e practiced *y front office service
providers at all times/
B/ Bottlenec(s in delivering quality front office services can *e avoided if there are
opportunities for training# education and seminars that are designed to enhance one3s
(no0ledge and s(ills in respect to one3s area of speciali9ation/
@/ Communication and customer service trainings 0ould greatly help front office
SSof 'otel B# C and D in meeting the e!pectations set *y their guests/
E/ =ront office management can systemati9e the delivery of front offioe service#
ma(ing ture that facilities and amenities are all availa*le and in good 0or(ing
XU
condition for *oth the service providers and guests+ convenience during transactions/
A guest feed*ac( form 0ould *e very helpful to front office management to assess the level of front
office services provided *y them and to *etter understand guests in a 0ider perspective/ This is 0ith
an end goal of providing some insights into ho0 customers rate the service quality 0hich 0ill
eventually contri*ute to the efforts directed to improving the quality of front office services/
7/ The focus of the front office manager and staff should al0ays *e in (no0ing and anticipating guests+
needs in order to meet their e!pectations and *e a*le to consistently carry out quality service not &ust
for first time guests *ut more importantly to their frequent guests/
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,,B
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