Quality & Quantity

, Volume 45, Issue 2, pp 349–364 | Cite as

Using integrated quality assessment for hotel service quality

  • Ching-Chow Yang
  • Yung-Tsan Jou
  • Lai-Yu Cheng


In the age of growing foreign tourism, providing excellent quality service at hotels is increasingly more important. Service quality and customer satisfaction have gradually been recognized as key factors used to gain competitive advantage and customer retention. Most companies conducted satisfaction surveys of their customers, with a view of using analysed results to identify attributes of potential improvement. However, this kind improvement decisions on the attributes with a lower satisfaction level needs not to be appropriated. Thus, to achieve higher levels of overall satisfaction with the hotel experience, this study combined four simple methods, including Kano’s model, refined Kano’s model, Importance-Satisfaction model, and the Improvement index, to evaluate two types of hotels. The integrated approach of service quality measurement is based on the importance and satisfaction survey of the quality attributes. The survey, with 24 attributes and service items, were administrated to a random sample of 400 customers at one business hotel and one resort hotel in Taiwan. The strategies of these two kinds of hotels were compared and discussed in this study. On the basis of the key quality attributes identified by employing the integrated approach, which are significantly different from those identified on the basis of a simple satisfaction survey, hotels can make appropriate decisions on specific areas for improvement to further enhance the hotel service quality in Taiwan.


Business hotels Resort hotels Importance-Satisfaction(I-S) model Kano’s model Services quality improvement 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Akbaba A.: Measuring service quality in the hotel industry: a study in a business hotel in Turkey. Hosp. Manage. 25, 170–192 (2006)CrossRefGoogle Scholar
  2. Berry L.L., Zeithaml V.A., Parasuraman A.: Five imperatives for improving service quality. Sloan Manage. Rev. 31(4), 29–38 (1990)Google Scholar
  3. Bertram D.: Getting started in total quality management. Total Qual. Manage. 2(3), 279–282 (1991)CrossRefGoogle Scholar
  4. Bhattacharyya S.K., Rahman Z.: Capturing the customer’s voice, the centerpiece of strategy making: a case study in banking. Eur. Bus. Rev. 16(2), 128–138 (2004)CrossRefGoogle Scholar
  5. Brotherton B.: Critical success factors in UK budget hotel operations. Int. J. Oper. Prod. Manage. 24(9/10), 944–969 (2004)CrossRefGoogle Scholar
  6. Callan R.J., Kyndt G.: Business travellers’ perception of service quality: a prefatory study of two European city centre hotels. Int. J. Tour. Res. 3(4), 313–323 (2001)CrossRefGoogle Scholar
  7. Choi T.Y., Chu R.: Determinants of hotel guests’ satisfaction and repeat patronage in the Hong Kong hotel industry. Int. J. Hospital. Manage. 20(3), 277–297 (2001)CrossRefGoogle Scholar
  8. CQM: A special issue on Kano’s methods for understanding customer-defined quality. Cent. Qual. Manage. J. 2(4), 3–36 (1993)Google Scholar
  9. Deming W.E.: Out of the crisis. Massachusetts Institute for Technology, Center for Advanced Engineering Study, Cambridge, MA (1986)Google Scholar
  10. Ekinci Y., Prokopaki P., Cobanoglu C.: Service quality in Cretan accommodations: marketing strategies for the UK holiday market. Hospital. Manage. 22, 47–66 (2003)CrossRefGoogle Scholar
  11. Greathouse K.R., Gregoire M.B., Shanklin C.W., Tripp C.: Factors considered important in hotel accommodations by travelers stopping at visitor information centers. Hospital. Res. J. 19(4), 129–140 (1996)Google Scholar
  12. Gundersen M.G., Heide M., Olsson U.H.: Hotel guest satisfaction among business travelers: what are the important factors? Cornell Hotel Restaur. Adm. Q. 37(2), 72–81 (1996)Google Scholar
  13. Hiam A.: Closing the quality gap: lessons from America’s leading companies. Prentice Hall, Englewood Cliffs, NJ (1992)Google Scholar
  14. Huiskonen J., Pirttila T.: Sharpening logistics customer service strategy planning by applying Kano’s quality element classification. Int. J. Prod. Econ. 56-57, 253–260 (1998)CrossRefGoogle Scholar
  15. Jane A.C., Dominguez S.M.: Citizens’ role in health services: satisfaction behavior: Kano’s model, Part 1. Qual. Manage. Health Care 12(1), 64–71 (2003a)Google Scholar
  16. Jane A.C., Dominguez S.M.: Citizens’ role in health services: satisfaction behavior: Kano’s model, Part 2. Qual. Manage. Health Care 12(1), 72–80 (2003b)Google Scholar
  17. Juwaheer T.D.: Exploring international tourists’ perceptions of hotel operations by using a modified SERVQUAL approach - a case study of Mauritius. Manag. Serv. Qual. 14(5), 350–364 (2004)CrossRefGoogle Scholar
  18. Kano N., Seraku N., Takahashi F., Tsuji S.: Attractive quality and must-be quality. Hinshitsu, (Quality, J. Jpn. Soc. Qual. Control) 14(2), 147–156 (1984)Google Scholar
  19. Kristensen K., Kanji G.K., Dahlgaard J.J.: On measurement of customer satisfaction. Total Qual. Manage. 3(2), 123–128 (1992)CrossRefGoogle Scholar
  20. Lam T., Zhang H.Q.: Service quality of travel agents: the case of travel agents in Hong Kong. Tour. Manage. 20(3), 341–349 (1999)CrossRefGoogle Scholar
  21. Litteljohn D.: Internationalization in hotels: current aspects and developments. Int. J. Contemp. Hosp. Manage. 9(5/6), 187–198 (1997)CrossRefGoogle Scholar
  22. Liu Z.-Q., Liu J.C.: Assessment of the hotel rating system in China. Tour. Manage. 14(6), 440–452 (1993)CrossRefGoogle Scholar
  23. Lockyer T.: Hotel cleanliness - how do guests view it? Let us get specific: a New Zealand study. Hosp. Manage. 22, 297–305 (2003)CrossRefGoogle Scholar
  24. Mace E.E.: International trends in the hotel industry or, survival in the global economy. Hotel Motel Manage. 210(10), 11–13 (1995)Google Scholar
  25. Martensen A., Gronholdt L.: Using employee satisfaction measurement to improve people management: an adaptation of Kano’s quality types. Total Qual. Manage. 12(7/8), 949–957 (2001)Google Scholar
  26. Matzler K., Hinterhuber H.H.: How to make product development projects more successful by integrating Kano’s model of customer satisfaction into quality function deployment. Technovation 18(1), 25–38 (1998)CrossRefGoogle Scholar
  27. Matzler K., Fuchs M., Schubert A.K.: Employee satisfaction: does Kano’s model apply? Total Qual. Manage. 15(9/10), 1179–1198 (2004)CrossRefGoogle Scholar
  28. Pine R., Phillips P.: Performance comparisons of hotels in China. Hosp. Manage. 24, 57–73 (2005)CrossRefGoogle Scholar
  29. Sa P.M.E., Saraiva P.: The development of an ideal kindergarten through concept engineering/quality function deployment. Total Qual. Manage. 12(3), 365–372 (2001)CrossRefGoogle Scholar
  30. Saleh F., Ryan C.: Client perceptions of hotels-a multi-attribute approach. Tour. Manage. 13(2), 163–168 (1992)CrossRefGoogle Scholar
  31. Schvaneveldt S.J., Enkawa T., Miyakawa M.: Consumer evaluation perspectives of service quality: evaluation factors and two-way model of quality. Total Qual. Manage. 2(2), 149–161 (1991)CrossRefGoogle Scholar
  32. Shahin A.: Integration of FMEA and the Kano model: an exploratory examination. Int. J. Qual. Reliab. Manage. 21(6/7), 731–746 (2004)CrossRefGoogle Scholar
  33. Shen X.X., Tan K.C., Xie M.: An integrated approach to innovative product development using Kano’s model and QFD. Eur. J. Innov. Manage. 3(2), 91–99 (2000)CrossRefGoogle Scholar
  34. Sin L.Y.M., Tse A.C.B., Heung V.C.S., Yim F.H.K.: An analysis of the relationship between market orientation and business performance in the hotel industry. Hosp. Manage. 24, 555–577 (2005)CrossRefGoogle Scholar
  35. Su A.Y.-L.: Customer satisfaction measurement practice in Taiwan hotels. Hosp. Manage. 23, 397–408 (2004)CrossRefGoogle Scholar
  36. Tisdell C., Wen J.: Foreign tourism as an element in PR China’s economic development strategy. Tour. Manage. 12(1), 55–67 (1991)CrossRefGoogle Scholar
  37. Tsang N., Qu H.: Service quality in China’s hotel industry: a perspective from tourists and hotel managers. Int. J. Contemp. Hosp. Manage. 12(5), 316–326 (2000)CrossRefGoogle Scholar
  38. Weaver P.A., Oh H.C.: Do American business travelers have different hotel service requirements? Int. J. Contemp. Hosp. Manage. 5(3), 16–21 (1993)Google Scholar
  39. Yang C.-C.: Establishment and applications of the integrated model of service quality measurement. Manag. Serv. Qual. 13(4), 310–324 (2003a)CrossRefGoogle Scholar
  40. Yang C.-C.: Improvement actions based on the customers’ satisfaction survey. Total Qual. Manage. Bus. Excell. 14(8), 919–930 (2003b)CrossRefGoogle Scholar
  41. Yang, C.-C.: Methods for determining areas for improvement based on the design of customer surveys. In: Proceedings of the 9th International Conference on ISO 9000 & TQM, Bangkok, Thailand (2004)Google Scholar
  42. Yang C.-C.: The refined Kano’s model and its application. Total Qual. Manage. 16(10), 1127–1137 (2005)CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media B.V. 2009

Authors and Affiliations

  1. 1.Department of Industrial and Systems EngineeringChung Yuan Christian UniversityChung-LiTaiwan, ROC

Personalised recommendations