Group40_RP_GroupWork

Analyzing relationship between Staff Performance and Customer Satisfaction: A

Study in 5 stars hotel Vietnam Post-Covid 19.

10200496_NguyenMinhAnh
10200644_DangBaoNgoc
10200477_NguyenPhuongKieuThi
10200130_TranLeHuyHoang
10190442_TranTuanAnh
Contents
Introduction............................................................................................................................. 3
Literature Review..................................................................................................................... 4
Hypthesis Development...........................................................................................................10
Methodology.......................................................................................................................... 14
Reference list......................................................................................................................... 28
Introduction
After Covid-19, when quarantine bans were taken down, more and more tourists
including domestic and international ones are coming to Vietnam. According to GSO
Vietnam, after nearly two years of nearly complete freezing due to the impact of the
Covid-19 outbreak, Vietnam's tourism has shown indications of recovery, with the
government allowing travel to resume on March 15, 2022, with several international
routes reopened. International visitors to our country totaled 41.7 thousand in March
2022, up 41.4% from the previous month and 2.2 times higher than the same period
last year. To do that, given the unique nature of the hospitality industry, it is essential
to focus on improving customer experience and customer satisfaction.

Research gap

This study will concentrate on the responses of respondents who are guests of five-
star hotels in Vietnam, with a wide range of educational backgrounds, age groups,
and income levels, because diverse cultures and demographic characteristics may have
a varied influence on service evaluation.

Because both service quality and customer satisfaction have been shown in
previous studies to be influenced by staff performance, this study will delve deeper
into this component using the SERVQUAL model.

RS question: How is the correlation of 5 service quality factors in the working

efficiency of 5-star hotel staff in Vietnam and whether price positively affects the
trends in customer satisfaction as moderators?

Objectives:
Previous research, mostly from Europe, has demonstrated that the performance of
hotel staff significantly affects the satisfaction of customers. This is particularly true
of the five components that make up guests' impressions of the quality of their stay. It
is also mentioned by few research about how price affect the expectation and
perception of customers. Therefore, the study focuses on confirming the SERVQUAL
model and using Expectation minus Perception to measure each of variable and how
they having impact on Customer Satisfaction in context of 5 stars hotel in Hanoi.
- Define customer satisfaction, expectation, perception and SERVQUAL factors
- Examine the relationship of 5 SERVQUAL factors of staff performance and
customer satisfaction in context of 5 stars hotel in Vietnam
- Confirm whether Price acts as a moderators.

Literature Review
Concept
_Customer Perception

According to Parasuraman, Zeithaml, and Berry (1988), perceived service quality is "a
worldwide evaluation or attitude regarding the superiority of the service." Moreover,
they relate the concept of perceived service quality to the notions of perceptions and
expectations as follows: "Perceived quality is viewed as the degree and direction of
disagreement between consumers' perceptions and expectations" (Parasuraman et al.,
1988). In the context of the hospitality sector, Lewis (1984) describes perception as
the manner in which clients rank, evaluate, and compare hospitality operations with
those of competitors, and then determine whether the operations provide the amenities
they desire in a hotel. Perceptions of hotel selection qualities were defined by Wuest,
Tas and Emenheiser (1996) as the extent to which travelers view the various services
and amenities as contributing to their pleasure during a hotel stay. According to
Jemmasi, Strong and Taylor (1994), customer happiness is contingent on customers'
views of the performance of product/service qualities.

_Expectation

It encompasses all that people expect from the products and services they purchase.
This anticipation is based on numerous elements (Dean, 2004). Customer
Expectations can be defined as Customers' presumptions regarding their prior success
in addressing demands using the resources at hand. Customer expectations are, in a
word, what customers anticipate from a product or service. This can be affected by
cultural background, demographic characteristics, advertising, family lifestyle,
personality, beliefs, product reviews, and similar product experiences. These variables
assist customers evaluate a product or service's quality, value, and capacity to meet
their demands (Parasuraman, Berry and Zeitbaml, 1991). A study undertaken by
Parasuraman et al. interpreted customer expectations (1985). The study focuses
exclusively on service level quality. Nevertheless, several of their findings are
significant and applicable to both products and services. They demonstrate that buyers
have clear expectations prior to making a transaction. This influences the purchase
decision. Additionally, client expectations are considered to exist on two distinct
levels. One is the desired level, while the other is the level that is sufficient. The
desired level is the service or benefit that the client wishes to obtain, whereas the
sufficient level is the service or benefit that is acceptable. Lastly, their research
indicates that merchants' claims should not be deceptive. Possibility of exceeding
client expectations is considerable despite the lack of a guarantee of improvement.

_Customer Satisfaction

According to Philip Kotler (2000), customer satisfaction is the level of a person's

sensory state that occurs from comparing the outcomes of consuming a product or
service to their own expectations. Hansemark and Albinsson (2004) stated that
customer satisfaction is a customer's entire attitude toward a service provider or an
emotional reaction to the difference between what customers expect and what they
receive, which entails the fulfillment of a need, objective, or desire. Similarly, Yussoff
and Nayan (2020) defined Customer Satisfaction as a metric that determines a
customer's emotional satisfaction with any given product or service. Typically, this
occurs after the buyer has established a comparison between their expectations and the
attributes of the product they have decided to purchase and utilize. The central
hypothesis of the theory, Satisfaction = f(Expectation, Disconfirmation), developed in
imitation of Helson's (1964) adaptation level theory, has been repeatedly confirmed.
According to Oliver and Linda (1981), It seems that expectations do serve as a
benchmark against which perceived product differences can be evaluated. With this
result, the expanding body of research that suggests this viewpoint has even more
backing. Thus, customer satisfaction can be viewed as a comparison between the
actual benefits of a product and the customer's expectations. Whether or not buyers are
satisfied with a product depends on how the product's real advantages relate to their
expectations before purchasing.

SERVQUAL

The SERVQUAL model is the most widely used methodology for measuring
customer satisfaction in practically every service business. The approach is based on
the client's assessment of service quality, which includes a comparison of expected
and received value as well as a consideration of gaps in the service supply process.
The gap model served as the foundation for the SERVQUAL scale. Parsuraman,
Zeithaml, and Berry developed a service quality model that underlines the key needs
for providing high-quality service.

Parasuraman, Zeithaml, and Berry (1985) propose 10 criteria as components of

expressive service. The characteristics were then examined and reduced to five
elements in 1988: tangibles, dependability, responsiveness, assurance (which
combines communication, trustworthiness, security, competence, and civility), and
empathy (which combines understanding and knowing the consumer with
accessibility). The SERVQUAL model incorporates the gap between consumer
perceptions and customer expectations of service quality. The outcomes determine the
perceived quality of service. The narrower the gap, the more satisfied customers are
with the service quality (Parasuraman et al., 1985).

The SERVQUAL instrument consists of numerous statements used to measure

customer perceptions and expectations of service quality. On a 5-point Likert scale,
respondents are asked to score their level of agreement or disagreement with the
following assertions. Consumer perceptions are formed based on the actual service
received, whereas consumer expectations are formed based on previous experiences
and information received. The assertions indicate the service quality determinants,
dimensions, or factors.
The assertions indicate the service quality determinants, dimensions, or factors. The
SERVQUAL scale assigns a score for customer expectations (E) and a score for
customer perceptions (P) of service providers' performance to each determinant.
Customer expectations are "wants or wishes of the customer" (Miller, 1977), or what
they believe suppliers should offer, or they might be predictions of future occurrences.
They display prior to utilizing the service. While consumer perceptions are assessed
both during and after their service encounter. They provide clients with opinions of
what they obtain from service.

Previous studies and researches

Customers' role in the hotel industry is to use and enjoy the products and services they
have purchased. The success of the market concept's execution is heavily influenced
by customer satisfaction. If a service provider meets or surpasses their expectations,
pleased customers are more likely to want to return and repurchase (Shah Alam and
Mohd Yasin, 2010). Notably, contentment and exceeding expectations result in
better customer retention (Jones and Farquhar, 2003; Ranaweera and Prabhu, 2003).
A consumer who has had both positive and negative experiences in the same
location is probably going to pay more attention to their quality and could even
rate them as "essential" features (Robinot & Giannelloni, 2010). Customer satisfaction
is based on hospitality, lodging, food and drink, recreation and entertainment,
supplemental services, security and safety, innovation and value-added services,
transportation, location, and appearance, in addition to the more fundamental
considerations of pricing and payment, as noted by Poon and Low in 2005.

According to the SERVQUAL model, previous researchs did find a sizable disparity
in all of the service quality characteristics in the hotel business. The findings imply
that SERVQUAL is a reliable tool for assessing hotel service quality.
(Chandrashekhar S., 2014). The approach may, however, be applied in a larger
metropolis with a larger sample in future studies to confirm any discrepancies between
consumer expectations and perceptions of the hotel business. The study in 2019
investigate the impact of service recovery dimensions on customer satisfaction and,
subsequently, on customer loyalty in the context of the hotel industry by quantitative
survey for hotels in Malaysia with 500 respondents pointed out that service recovery
dimensions are significantly related to customer satisfaction and have a positive
relationship between customer satisfaction and customer loyalty (Boon L. C. and
Chin C. G., 2019). A 2019 research conducted in Myanmar with 300 replies from
guests at the Novotel Yangon Max hotel confirmed the similar relationship that there
is a positive correlation between service quality and customer satisfaction, service
quality and customer loyalty, and customer satisfaction and customer loyalty. (Yan N.
M., Gamal S. A. Khalifa, Thin T. A., 2019).

According to Kotler and Keller in Herviana and Anik (2018), the price of a product or
service is the amount of money or value that people exchange for ownership profits or
that is charged for the product or service. The price of a product or service is the
amount of money that buyers pay for it. Price is, in general, the value that customers
sacrifice in return for the benefits of utilizing a product or service (Kotler and
Armstrong, 2021). According to the findings of certain academics, there is a
considerable correlation between pricing and consumer happiness (Varki, Colgate
2001; Hong, Goo, 2003). According to Parasuraman (1994), customer satisfaction is a
combination of service quality, product quality, and pricing. Additionally to the
components of service quality, Zeithaml and Bitner note that the perceived price
component can significantly impact the perception of service quality and
customer satisfaction. Customers evaluate the worth of a service based on its cost,
hence price plays a significant part in generating consumer happiness (Al-Msallam,
2015). Therefore, aligning product and service costs with product quality will be an
effective method for enhancing customer satisfaction with items.

Customers' contentment may serve as a justification for price increases (Taylor &
Kimes, 2009). Customers will anticipate greater services when they are prepared
to spend more for a hotel. According to Stock (2005), clients are prepared to
spend more for greater pleasure. This is in line with other research (Wong, et al.,
2009; Taylor, and Kimes, 2009), in which the authors also noted that larger
expectations are expected when clients are more willing to spend. Strong
identification with service offerings is probably going to result in favorable consumer
outcomes, such increased brand loyalty and more price tolerance, given that happiness
in the hospitality sector is predominantly driven by emotional subtleties (Ali et al.,
2016; R.A. Rather, 2018). As a result, guests who feel emotionally connected to a
hotel brand see its worth as being higher and are thus more likely to be satisfied
(Rather & Hollebeek, 2019).

Employees' characteristic traits, including their level of sociability, sensitivity,

graciousness, manner, distress, honesty, and concern, are referred to as their attitude
(Czepiel et al., 1985). According to researchers, service providers might benefit
much from learning how their clients see their staff's sentiments (Chen, 2016; Chu
et al., 2016; Yang et al., 2015; Wong and Keung, 2000). Since performance
suggestions present images of signs of feature and profit to customers, they play a
main function inside the duty encounter. One specific main suggestion is the conduct
of client-contact workers as they constitute and give help status. The study of Micheal
and Keith is considered concerning two environments that can influence the view of
each depiction hint: (1) the repetitiveness of staff-guest interplay and (2) the
tangibility of each act hint. (Hartline, M. D., & Jones, K. C., 1996). The research of
Tu and others in 2011 indicates that consumers see that member uniform plays a
main act in reinforcing laborers' efficiency in addition to clients’ perceptions of a
hotel’s countenance. The hints concerning this study too show that attendant robes
concede the possibility to influence a hotel’s complete trade worth. (Tu, Y. et al.,
2011). According to studies, there is a connection between employees' attitudes and
client satisfaction (Alhelalat et al., 2017; Nunkoo et al., 2017). According to several
studies, the quality of an employee's interactions with a client is significantly
influenced by their level of knowledge (Brady and Cronin, 2001; Ekinci and Dawes,
2009; Ko and Pastore, 2005).

Research Gap
This study will concentrate on the responses of respondents who are guests of five-star
hotels in Vietnam, with a wide range of educational backgrounds, age groups, and
income levels, because diverse cultures and demographic characteristics may have a
varied influence on service evaluation. Because both service quality and customer
satisfaction have been shown in previous studies to be influenced by staff
performance, this study will delve deeper into this component using the SERVQUAL
model. The study further goes on to establish the influence of pricing on consumer
expectations and perceptions

Hypthesis Development
1. Tangibles
The Tangibles aspects in the SERVQUAL model refers to the physical
appearances of the hotel service which contribute to the overall service quality
(Dabholkar et al., 1996). These aspects include the physical appearances of hotel
staff, for example, their uniforms. Customers in the 5-star luxury hotel class will
notice the intricacies of the hotel's look, notably the hotel employees. Customers will
be expecting to see hotel's employee dressed neatly in uniforms that represent the
hotel's unique style, architecture, and, most significantly, the ability of hotel staff to
show their expertise through their attire.
Although tangibles are a minor component of the SERQUAL model, they are
the most essential since they are the first impression that consumers get upon entering
the hotel. Therefore, if the "first impression" which is the tangibles’s perception does
not satisfy the customer's expectations, the customer's expectations for the other
components in the SERVQUAL model will be severely diminished, leading to low
customer's perception, and finally resulting in poor customer satisfaction.
H1+: Differences between perception and expectation of staff tangibles positively
affect satisfaction

2. Reliability
The reliability dimension refers to the ability of the front office hotel staff to
provide services dependably and accurately (Dabholkar et al., 1996). Reliability
contains attributes relating to performing services on time and accurately, solving
problems sincerely, and keeping records confidentially which are closely related to
staff performances. Since every customer wants to know whether their provider is
dependable and fulfills the established standards well, reliability is just as crucial as a
good first impression. Reliable service performance has to meet customers’
expectations. Service must be accomplished on time, every time, in the same manner,
and without errors.
Customers of every hotel, not only five-star establishments, depend on the
employees to deliver on the hotel's promises in terms of service quality. That's why it's
so important for hotel workers to do it right the first time for their clients, and to act
swiftly if a guest raises an issue. For example, the room is ready upon customer's
check-in, in which front office staff provide service correctly the first time and keep
their promises to customers. Consequently, customers feel satisfied with the reliability
of service.
H2+: Differences between perception and expectation of staffs’ reliability
positively affect satisfaction

3. Responsiveness
The responsiveness aspect includes a willingness to accommodate clients and
deliver timely excellent services (Parasuman et al., 1988). Responsiveness refers to
the willingness of hotel staff provide service professionals to accommodate customer
in a timely and efficient manner, and it includes components such as cooperativeness,
kindness, and delicacy of the service staff (Kandampully, 2007). This is another
crucial factor, since every consumer feels more appreciated when they get the highest
potential service quality (Delgado & Ballester, 2004).
According to Parasuraman et al. (1988)'s research, which examined service
quality perceptions among customers. They discovered that the most critical element
in influencing customer satisfaction with service quality was responsiveness. Follow a
study about SERVQUAL and customer’s expectation in Ethiopia from Tessera, et al.,
in 2016, the study's findings discovered that the explanation is because hotel's
customer in Ethiopia placed a high value on hotel staff supplying prompt assistance,
being able to cater to customer's needs, offering quick check-in and check-out
infrastructure, their capability to quickly bring up solution to problems, and giving
special attention to their customers. This suggests that personnel' taking action and
providing a prompt reaction to any kind of difficulty the customer encounters plays a
crucial part in pleasing the consumer since customers value an easy and hassle-free
stay.
H3+: Differences between perception and expectation of staffs’ responsiveness
positively affect satisfaction

4. Assurance
Assurance refers to the knowledge and courtesy of employees and their ability to
inspire trust and confidence including competence, courtesy, credibility, and security.
With staff’s knowledge of surrounding areas, staff’s occupational skills, and staff’s
courteous attitude, customers will feel much more reliable on the personnel of the
hotel when staying and using services. If the consumers are not comfortable with the
personnel, there are a very significant probability that the customers will not return to
do additional business with the firm(Delgado and Ballester, 2004). Accommodation,
employees knowledge,...all contribute to the trustworthiness of the hotel from the
customers. Therefore, assurance has a positive impact on customers' satisfaction.
H4+: Differences between perception and expectation of staffs’ assurance
positively affect satisfaction

5. Empathy
Empathy refers to treating customers individually and paying attention to their
individual needs. People are different in nature, their likes, and dislikes, and therefore,
would like to get attracted to hotels that can understand individual needs and serve
them accordingly then there is a better chance to retain the customers.
Customer always love it when the employees acknowledge and memorize their
specific needs, provides guests individual attention, and have positive attitude when
recieve feedback from guests. If employees can't grasp the needs or give the
customer's attention, it will affect the customer satisfaction and affect the hotel as a
whole. That explains why empathy of hotel staffs has a positive impact on customers’
satisfaction(Delgado and Ballester, 2004).
H5+: Differences between perception and expectation of staffs’ empathy
positively affect satisfaction

6. Price
When experiencing a luxury hotel, in addition to customers' expectations on the
services the hotel provides, the price factor is also expected to be reasonable and
worthwhile with the quality of service. In particular, customers expect that the quality
of service provided by hotel staff must meet the requirements or higher and must be
worthy of the money they spend to experience. The higher the price, the higher the
customer's expectations of the service quality provided by the hotel staff’s
professional outlook and performance. Therefore, the price factor also affects
customer satisfaction.
+ Tangibles: The price of staying at the hotel and receiving quality
service makes customers have high expectations of the appearances of
hotel staff. Their uniforms must be neat, polite and show
professionalism as well as show a distinct style of the hotel.
H1+: Price has an positive impact on the relationship between tangibles and
customers’ satisfaction
+ Reliability: Hotel staff must show customers confidence in their
professional handling to create trust. From there, customers will see if
the price they spend to experience the service is worth it or not
H2+: Price has an positive impact on the relationship between reliability and
customers’ satisfaction
+ Responsiveness: Luxury hotels must always be ready to respond to
customers' wishes and provide the fastest service possible. Therefore,
the price has an effect on the customer's expectation about the
responsiveness of the staff
H3+: Price has an positive impact on the relationship between responsiveness
and customers’ satisfaction
 + Assurances: Guests will expect hotel staff to be able to reassure guests
with their professional qualifications. That means hotel staff must be
knowledgeable enough as well as trained enough to bring customers the
best quality service. Price is a factor that shows that a luxury hotel has
trained and recruited employees with sufficient professional knowledge
and skills.
H4+: Price has an positive impact on the relationship between assurance and
customers’ satisfaction
+ Empathy: In some luxury hotels, customers expect that employees must
have a certain level of empathy such as understanding the unique desires
of customers, being sympathetic to each request or comment from a
customer. Therefore, the high price also makes the customer's
satisfaction have a certain influence on the Empathy factor.
H5+: Price has an positive impact on the relationship between empathy and
customers’ satisfaction

Methodology
1. Research approach:

The study used quantitative methods to get detailed information about a research
object. Quantitative research was conducted to re-test the scales in the research
model. This is the step of detailed analysis of the data collected through the
questionnaire sent to the customer to determine the logic and correlation of the
factors with each other and thereby give specific results on the research topic.
Quantitative research was conducted to re-test the scales in the research model.
This is the step of detailed analysis of the data collected through the questionnaire
sent to the customer to determine the logic and correlation of the factors with each
other and thereby give specific results on the research topic.

2. Sample and data collection

 This survey was conducted in Hanoi, the capital of Vietnam. This is the most
suitable place to conduct research because it has many ideal conditions such as
high per capita income, high standard of living, and many 5-star hotels. Because
Hanoi has a lot of five-star hotels, but in order to be suitable for research and
convenient in sampling, two hotels were selected as Sheraton Hotel and Marriott
Hotel. The sampling method used is a combination of convenience sampling and
snowball sampling. Since there are target participants who are 5-star hotel
customers, it is very appropriate to sample by these two methods. Firstly, we use
convenience sampling because at both Sheraton and Marriott hotels, there are
acquaintances who work here, so it will be easier to distribute survey
questionnaires to customers. Combined with convenience sampling is snowball
sampling because the population is hard to reach, snowball sampling can be used
to recruit participants through other participants.

The study will have two types of data, primary data and secondary data. Primary
data is the data collected from the answer sheets of survey participants. Secondary
data are data from other research sources such as Parasuraman et al. (1988) and
Oliver and Linda (1981)

3. Measures and questionnaire development

In order to create scales that accurately express the concept of service quality and
customer satisfaction, scales from the literature were combined with results from
fieldwork. To improve the accuracy and validity of the questionnaire, the original
measures were adjusted and put through pre-testing. A total of questions were
devised to address the 5 elements of service quality (tangibility, reliability,
responsiveness, assurance, and empathy). A Likert scale with five points was
employed (1=Strongly Disagree to 5=Strongly Agree). The study's dependent
variable is customer satisfaction. 7 relevant measures for measuring customer
satisfaction were established by consulting prior study results. The Likert scale has
five points. (Strongly Disagree to Strongly Agree; 1 to 5).

Demographic
Age group Under 20

From 20 to 35

From 36 to 50

Above 50

Gender Male

Female

Academic level Undergraduate

Bachelor degree

Master degree and above

Income Under 15 million VND

From 15 to 30 million VND

From 31 to 50 million VND

Above 50 million VND

Question Question
survey survey
(Perceived)
(Expectation)

1.Tangibles T1 Neat SERVQUAL Nhân viên Nhân viên

appearance (Parasuraman khách sạn nên khách sạn có
(phương tiện
staffs et al., 1988), có ngoại hình ngoại hình
hữu hình)
LQI (J. M. gọn gàng, chỉn gọn gàng,
Getty chu chỉn chu
 & R. L.
Getty, 2003) 1 rất không
1 rất không
đồng tình - 5
hài lòng - 5
rất đồng tình
rất hài lòng

T2 Neat (Sriyam, Đồng phục Đồng phục

designed 2010) nhân viên nhân viên
uniform khách sạn nên khách sạn rất
được thiết kế lịch sự sạch
gọn gàng, sạch sẽ.
sẽ
1 rất không
1 rất không hài lòng - 5
đồng tình - 5 rất hài lòng
rất đồng tình

T3 Staffs (Sriyam, Nhân viên Nhân viên

provide service 2010) khách sạn nên khách sạn
with a smile. luôn thường luôn thường
trực nụ cười trực nụ cười
khi phục vụ
tôi

2. Reliability R1 Perform HOLSERV Hoạt động Hoạt động

service (Mei et al., phục vụ của phục vụ của
(độ tin cậy)
accurately 1999) khách sạn cần khách sạn rất
có độ chính chuyên
xác, chuyên nghiệp.
nghiệp
1 rất không
 1 rất không hài lòng - 5
đồng tình - 5 rất hài lòng
rất đồng tình

R2 Provide SERVQUAL Thời gian Dịch vụ tại

service on time (Parasuraman chuẩn bị, cung khách sạn
et al., 1988), cấp dịch vụ được nhân
LODGSERV cần phải đúng viên cung
giờ cấp đúng
(Knutson et
thời gian.
al., 1990), 1 rất không
HOLSERV đồng tình - 5 1 rất không
(Mei et al., rất đồng tình hài lòng - 5
1999) rất hài lòng

R3 Solve SERVQUAL( Nhân viên Nhân viên

problem Parasuraman khách sạn cần khách sạn đã
sincerely et al., 1988), phải tận tâm giải quyết
trong việc giải vấn đề của
quyết vấn đề tôi rất tận
phát sinh. tâm, nhiệt
tình.
1 rất không
đồng tình - rất 1 - rất không
đồng tình hài lòng - 5
rất hài lòng

R4 Well-trained SERVQUAL Nhân viên Nhân viên

and customized khách sạn cần khách sạn
 knowledgeable from phải hiểu biết hiểu biết và
staffs (Ramsaran- và chuyên chuyên
Fowdar, nghiệp nghiệp
2007)

R5 Staffs with SERVQUAL Nhân viên cần Nhân viên có

good customized có kỹ năng kỹ năng giao
communication from giao tiếp tốt tiếp tốt
skills (Ramsaran-
Fowdar,
2007)

3.Responsivenes S1 Willingness SERVQUAL( Nhân viên Nhân viên

s to serve guests Parasuraman khách sạn cần khách sạn
et al., 1988), phải sẵn lòng luôn luôn
(Tính đáp ứng)
HOLSERV phục vụ khách. sẵn lòng
(Mei phục vụ tôi.

et al., 1999), 1 rất không 1 rất không

LQI (J. M. đồng tình - 5 hài lòng - 5
Getty & R. L. rất đồng tình rất hài lòng
Getty, 2003)

S2 Availability SERVQUAL Nhân viên Nhân viên

to respond to (Parasuraman khách sạn cần khách sạn
guests’ requests et al., 1988), phải luôn có luôn phản
HOLSERV mặt kịp thời để hồi yêu cầu
(Mei phản hồi yêu của tôi.
cầu của khách
 et al., 1999), hàng. 1 rất không
LQI (J. M. hài lòng - 5
Getty & R. L. rất hài lòng.
Getty, 2003) 1 rất không
đồng tình - 5
rất đồng tình

S3 Flexibility Customized Nhân viên Nhân viên

according to from khách sạn cần khách sạn đã
guests’ LODGSERV phải linh hoạt rất linh hoạt
demands (Knutson et đối với nhu đối với nhu
al., 1990 cầu của khách cầu của tôi.
hàng.
1 rất không
1 rất không hài lòng - 5
đồng tình - 5 rất hài long.
rất đồng tình

S4 Quick SERVQUAL Nhân viên phải Nhân viên

check-in and customized làm thủ tục khách sạn
check-out from nhận và trả nhanh chóng
(Ramsaran- phòng trong trong việc
Fowdar, thời gian ngắn nhận phòng
2007) nhất và trả phòng

S5 Prompt SERVQUAL Nhân viên phải Nhân viên

breakfast customized phục vụ bữa phục vụ bữa
service from sáng trong thời ăn nhanh
(Ramsaran- gian ngắn nhất chóng
Fowdar,
 2007) sửa bữa ăn -
> bữa sáng

4.Assurance A1 Nhân viên Nhân viên

khách sạn cần khách sạn có
(độ bảo đảm) Staff with Customized
có kiến thức về đầy đủ kiến
knowledge to from LQI (J.
các khu vực thức về các
provide guests M. Getty &
lân cận để giới khu vực lân
information R. L. Getty,
thiệu cho cận và giới
about 2003)
khách hàng thiệu cho tôi
surrounding
nhiều địa
areas 1 - rất không
điểm.
đồng tình 5 -
(shopping,
rất đồng tình 1 rất không
museum, place
hài lòng - 5
of interest…)
rất hài lòng

A2 Staff with Customized Nhân viên Nhân viên

occupational from khách sạn cần khách sạn
skills HOLSERV có kĩ năng được đào tạo
(Mei et al., nghề nghiệp và trang bị kĩ
1999) and tốt. năng nghề
nghiệp tốt.
LODGSERV 1 - rất không
(Knutson et đồng tình 5 rất 1 - rất không
al., 1990) đồng tình hài lòng 5 rất
hài lòng

A3 Staff are SERVQUAL( Nhân viên Nhân viên

 courteous and Parasuraman khách sạn cần khách sạn đã
polite et al., 1988), phải nhã nhặn rất nhã nhặn
HOLSERV và lịch sự. và lịch sự
(Mei
1 rất không 1 rất không
et al., 1999), đồng tình 5 rất hài lòng 5 rất
LQI (J. M. đồng tình hài lòng
Getty & R. L.
Getty, 2003)

A4 Ability of SERVQUAL Nhân viên phải Nhân viên có

staff to instill customized có khả năng khả năng tạo
confidence in from tạo niềm tin niềm tin đối
customers (Ramsaran- đối với khách với khách
Fowdar, hàng hàng
2007)

5.Empathy E1 Provides SERVQUAL Nhân viên Nhân viên

guests (Parasuraman khách sạn cần khách sạn
(sự đồng cảm)
individual et al., 1988), phải chú ý tới luôn thể hiện
attention HOLSERV từng cá nhân sự chú ý
(Mei khách hàng chăm sóc tới
cá nhân tôi.
et al., 1999) 1 - rất không
đồng tình 5 rất 1 rất không
đồng tình hài lòng 5 rất
hài lòng

E2 Understands SERVQUAL Nhân viên Nhân viên

guest specific (Parasuraman khách sạn phải khách sạn đã
et al., 1988), hiểu rõ những nắm bắt rõ
needs HOLSERV yêu cầu cụ thể, yêu cầu
(Mei riêng biệt của riêng biệt cụ
từng khách thể của tôi
et al., 1999)
hàng
1 - rất không
1 - rất không đồng tình 5
đồng tình 5 rất rất đồng tình
đồng tình

E3 Positive (Minh, N. et Nhân viên Nhân viên

attitude when al., 2015) khách sạn phải thể hiện rõ
receive có thái độ tích sự tích cực
feedback cực khi nhận tiếp thu và
được phản hồi lắng nghe
from guests
từ khách khi nhận
được phản
1 - rất không
hồi của tôi
đồng tình 5 rất
đồng tình 1 - rất không
đồng tình 5
rất đồng tình

E4 Staff is SERVQUAL Nhân viên Nhân viên

reassuring if customized khách sạn phải khách sạn đã
something goes from xoa dịu, trấn trấn tĩnh
wrong (Ramsaran- tĩnh khách khách hàng
Fowdar, hàng khi có sự khi có sự cố
2007) cố xảy ra xảy ra

E5 Problem- SERVQUAL Nhân viên Nhân viên

solving abilities customized khách sạn phải khách sạn có
 of staff from có khả năng xử khả năng xử
(Ramsaran- lý sự cố lý khi sự cố
Fowdar, xảy ra
2007)

6. Price New Thái độ phục

customized vụ của nhân
(giá) P1 The service Thái độ phục
from (Lan P. viên như
of the staff is up vụ của nhân
& Phuoc, L., mong đợi so
to the viên phải như
2013) với mức giá
expectations for mong đợi so
the price với mức giá 1 - rất không
hài lòng 5 -
rất hài lòng
1 - rất không
đồng tình 5 -
rất đồng tình

P2 The price is New Giá cả cần phải Giá cả rất

very reasonable customized hợp lý so với hợp lý so với
compared to the from (Lan P. dịch vụ của các dịch vụ của
service of other & Phuoc, L., khách sạn 5 các khách
5 stars hotel 2013) sao khác sạn 5 sao
khác
1 rất không
đồng tình 5 rất 1 rất không
đồng tình hài lòng 5 rất
hài lòng

P3 The hotel (Wu and Mức giá của Mức giá của
offers a good khách sạn cần khách sạn
 service that is Liang, 2009) phù hợp với tương xứng
worth its price chất lượng với dịch vụ
dịch vụ nói khách sạn
chung. cung cấp.

1 - Rất không 1 rất không

đồng tình 5 - hài lòng 5 rất
rất đồng tình hài lòng

P4 Overall, the Customized Chất lượng Tôi hài lòng

staff from (Sarah, nhân viên cần với chất
performance is T. 2017) tương xứng với lượng nhân
commensurate mức giá tôi chi viên ở mức
with the price. trả. giá tôi chi
trả.
1 rất ko đồng
tình - 5 rất 1 rất ko hài
đồng tình lòng - 5 rất
hài lòng

7. Customer CS1 (Van Ryzin, Xem xét tất

Considering all 2006) cả những trải
Satisfaction
of my nghiệm về
experiences đội ngũ nhân
with the staff,I viên, tôi hài
am satisfied lòng về chất
with the lượng dịch
QUALITY of vụ của nhân
hotel services viên tại
that I booked. khách sạn

1 rất không
hài lòng 5 rất
hài lòng

CS2 II will (Sriyam, Tôi sẽ quay

come back to 2010) lại khách sạn
use the service để sử dụng
of the staff at dịch vụ của
the hotel nhân viên
trong tương
lai

1 rất không
hài lòng 5 rất
hài lòng

CS3 I am happy (Van Ryzin, Tôi sẵn lòng

to recommend 2006) gợi ý dịch vụ
the service of của nhân
the staff at the viên của tại
hotel to my khách sạn
friends and cho bạn bè
relatives và người
thân của tôi

1 rất không
hài lòng 5 rất
hài lòng
4. Analysis techniques

After obtaining unprocessed data, which is the result of the data collection
procedure, these data were instantly examined for mistakes. After checking that
the obtained data are not troublesome, the raw data will be imported as Excel files
into the SPSS program. To initiate data analysis, these data will be encoded as
numbers instead of characters. Included in the analysis of the data will be a
reliability test, a validity test, i.e. EFA, and a regression test, such as the
correlation between independent and dependent variables. In addition, based on the
idea of Oliver and Linda (1981), the following formula can be derived:

Customer Satisfaction = Customer Expectation - Customer Perception

Therefore, data were collected from customers' expectations and perceptions on

the 5 independent variables of the SERVQUAL model, and the aforementioned
formula was used to determine the gap, or the difference between customer
expectation and perception of staff performance for each variable. Collect the
difference variables of the five independent variables and the intermediate
variables to analyze the survey results.

In addition, to eliminate multicollinearity across intermediate variables, several

price variables will be studentized before regression analysis.
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