In recent years, Total Quality Management (TQM) has gained remarkable success as a philosophical approach towards management in the hospitality industry. In most hotel establishments, quality is concerned with the regular distribution of guest services which meet the required standards. Presently, the dissemination of quality service is a significant challenge that affects administrators in the hospitality industry. Managers should be responsible for the identification, recording, and weighing of the effects of cost-profit and position themselves to prioritize strategies that are aimed towards quality improvement. The essay examines the importance if TQM and the factors to consider when implementing TQM in hotels to create a competitive advantage that enhance a hotels brand in the market scene.
TQM has a close association with the concept of continuous development of an industry. Although it does not exist in the form of an organizations capital (assets), it involves work aimed at the evolution of particular industrial functionalities. TQM as a philosophy implemented within an entitys reference framework requires the intervention of tools and methods as it involves constant repetition and assessment (Youssef, Libby, Al-Khafaji, & Jr, 1998). The International Organization for Standardization (ISO) posits that TQM should encompass all undertakings of managerial functions which describe the policies goals and duties effected by managers through quality control, improvement planning, and assurance within a quality system (Kapiki, 2012).
In the hotel industry, TQM is regarded as a participatory procedure that fosters empowerment of personnel to collaborate for the establishment and achievement of guest service expectations. It also helps in determining the best possible ways to accomplish or exceed guest expectations. In most hotels, lead-managers are responsible for the creation of a conducive work environment for personnel and employees who are integral components of the setting of goals and objectives (Walker, 2010). The consistent organization and administration of hotels enable managers to make amends in their respective hotels, thus offering services that meet guest satisfaction. Ideally, the expectation is that implementing TQM would motivate human resources. Moreover, it would create a competitive advantage that enhances the brand in the market scene (Laloumis & Katsoni, 2010).
TQM as a management tool which offers corporate entities with an avenue for monitoring services is significant for the hotel industry. According to Reyad (2005), a quality service management system is vital for hotels since it addresses service providers who can relay results to the consumers. The system, which is an outcome of an oriented approach to TQM, guarantees that the guests of a particular hotel receive the highest quality of service in the lodges and hotel environment. Reynard also posits that the approach provides a hotels personnel with a methodology meant to express commitment towards excellent services.
Quality as a notion in hospitality management requires consistency in product and service delivery according to the expectations of guests (Pizam & Ellis, 1999). Therefore, guests as consumers usually express willingness to pay more when they receive services which satisfy or exceed their expectations. In relation, Hayes, Ninemier, and Miller suggest that a high-level quality service experience has a positive contribution to a hotels existence and sustainability in the future (Hayes et al. 2011). Ideally, if managers develop value for guests, lodging establishments can successfully retain their guests. Additionally, managers should always be wary of the importance of TQM as a basis for creating a competitive advantage (Soteriadis & Varvaressos, 2006)
In the achievement of such outcomes, hotel managers should consider the main contributors of quality in industrial sector since they are essential in the implementation of a quality service system. First and foremost, hotel managers should consider the number of guests being served. Preferably, a small number of guests ensures that the quality of services delivered is meet the expected consumer standards (Johnston, 1995). Secondly, hotels should determine the desires of their guests. For instance, a company may schedule a business trip or meeting in a hotel of their choosing. Therefore, the hotel should be responsible for providing conference facilities and internet services for its esteemed guests.
Thirdly, hotels should develop procedures aimed at the delivery of services which meet the needs of guests. It should include reservations by guests for preparation in case of logistical or technical challenges. Managers should also implement revised systems of quality management. The situation mainly arises because the needs of the guest are diverse require human intervention. Thus, hotels should consider revising existing systems of quality service to have a competitive advantage. Lastly, hotels should evaluate and make modifications to the current systems when necessary. A notable component involves the incorporation of a quality self-evaluation such as the use comment cards to get feedback from the guests. Subsequently, it enables hoteliers to identify existing problems for changes to be implemented (Paraskevas & Buhalis, 2002).
In conclusion, it is evident that quality service is a challenge for managers, particularly in the hospitality industry. Quality in the sector requires consistent distribution of guest services grounded on the expectations of consumers. Despite the impediment, managers can implement Total Quality Management as a philosophy within an entitys reference framework to consistency in product and service. While implementing TQM, managers should consider the number of guests being served and their desires. They should also develop procedures aimed at the delivery of services and make modifications to the existing systems when needed. Consequently, it would provide a basis for creating a competitive advantage.
Hayes, K. D., Ninemeier, D. J., Miller, A. A. (2011). Foundations of lodging management. Pearson Education, UK, pp 55-63
Johnston, R. (1995). The zone of tolerance: exploring the relationship between service transactions and satisfaction with the overall service. International Journal of Service Industry Management, 6(2), pp.46-61.
Kapiki, S.T. (2012). Quality management in tourism and hospitality: An exploratory study among tourism stakeholders. International Journal of Economic Practices and Theories, Vol. 2, No. 2, 2012 pp 29-33
Laloumis, D., Katsoni V. (2010). Total Quality Management. Application to Tourism Stamoulis, Athens, pp 52-57
Paraskevas, A. and Buhalis, D. (2002). Outsourcing IT for small hotels: The opportunities and challenges of using application service providers. The Cornell Hotel and Restaurant Administration Quarterly, 43(2), pp.27-39.
Pizam, A. and Ellis, T. (1999). Customer satisfaction and its measurement in hospitality enterprises. International Journal of Contemporary Hospitality Management, 11(7), pp.326-339.
Reyad, A. (2005). Service quality in hospitality industry. Paper presented in WTO-OMT seminars on quality systems and management in tourism (Cairo, Egypt), pp 13
Soteriadis, M. and Varvaressos, S. (2006). Quality service in hotel businesses. Centre International de Recherches et dEtudes Touristiques, Collection Studies and Reports, Serie C, 8, pp 47-50
Walker, J. (2010). Introduction to hospitality management. Pearson Education, London, pp 22-23
Youssef, M.A., Libby, P., Al-Khafaji, A. and Jr, G.S. (1998). TQM implementation barriers in academe: a framework for further investigation. International Journal of Technology Management, 16(4-6), pp.584-593.
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