QSM REVIEWER
operating characteristics.
CHAPTER 1
Quality Service Management
Intense competition in the hospitality industry has led
many businesses to look for ways on how they can
profitably differentiate themselves from their
competition and capture the highest quality. Knutson
(1990)
In tourism sector, though the production and distribution
of services involve different experiences on both parts
of the tourists and the suppliers, the ultimate goal is still
to achieve the highest quality possible. Weiermair (2000)
Joseph Juran defined quality as “fitness for use”. Means
quality is variable to the one defining it.
ISO defined quality as “the totality of features and
characteristics of a good or service that bear on its ability
to satisfy a given or implied need.
Service Product: Goods and Services
Product- defined as anything that we can offer to a
market for attention, acquisition, use, or consumption
that could satisfy a need or want.
Goods- refer to physical objects for which a demand
exists; their physical attributes are preserved over time;
and their ownership can be established, can exist
independently of the owner; and can be traded on
markets. Hill (1999)
Services- are intangible in nature. It means that they
cannot be touched as they are not physical and can only
exist in connection to other things.
Service Product
Ford (2011) mentioned that goods and services could not
be separated from each other. In the delivery of services,
one cannot be performed properly without the use of
tangible items.
Dimensions of Quality
Conformance- Service product’s design and
characteristics should meet the standard set.
Reliability- Refers to the ability to perform the promised
service product dependably and accurately.
Features- Are dimensions of quality, which are usually
cited as secondary aspect of performance.
Performance- Refers to a service product’s primary
Perceived Quality- Unknowingly, indirectly measuring,
the only basis for them to compare brands.
Aesthetics- Highly subjective. How a service product is
perceived, clearly a matter of personal judgement.
Serviceability- Sixth dimension of quality, again more
inclined toward goods rather than services, speed,
courtesy, competence, and ease of repair.
Durability- More detectable in goods rather than in
services and it has both technical and economic
dimensions.
Notable People in Service Quality
Walter A. Shewhart- American physicist, engineer, and
statistician. Known as the Father of Statistical Quality
Control.
William Edwards Deming- American engineer,
statistician, professor, author, lecturer, and
management consultant. He championed the work of
Shewhart, including the Shewhart cycle which had
evolved into Plan-Do-Study-Act (PDSA)
Joseph M. Duran- The first to incorporate the human
aspect of quality management which is referred to as
Total Quality Management (TQM)
Philip B. Crosby- Initiated the Zero Defects program at
the Martin company
Armand V. Feigenbaum- American quality control expert
and businessman. He devised the concept of Total
Quality Control (TQC) which inspired TQM.
Kaoru Ishikawa- Notable for rejuvenating the norm in
the workplace. He was also the one who coined the
“Ishikawa” or “fishbone” diagram that highlights the
cause and effect of the activities and processes while in
constant search of quality in operations.
Mary Jo Bitner and Bernard H. Booms- Developed their
expanses “marketing mix” for services which took into
account the distinctive characteristics of service
identified in the “crawling out” stage.
Christopher Lovelock- Best known as a pioneer in the
field of services marketing among other titles, such as
author, professor, and consultant.
Walt Disney- Pioneered the thought of the service
providers not only as team players but also as “cast
members” just like in a movie or theater.
Bruce Laval- An Industrial engineer of the Disney
Company, conceptualized the term “guestology” and the
guest point of view (GPOV) when viewing service quality
in the tourism and hospitality industry.

CHAPTER 2
Guestology
Services executed immaculately is different from
hospitality.
 Service is the sequence of acts, tasks, and
procedures, which are done with consistency.
 Service providers are focusing on making things
right rather than making people feel great.
 Hospitality is the positive emotional response
elicited from our guests.
 Service is a skill, while hospitality is a spirit.
 Service is what we do for our guests, while
hospitality is what wedo with them.
 Service is about delivering the needs and wants
of our guests,while hospitality is about
anticipating the needs and wants of our guests,
expressed and unexpressed.
Guestology entails studying the totality of the guest
experience, from their expectations down to the results
and feedback.
Dickson (2010)
The scientific study of the behaviors, needs, and
expectations of people in a service environment, and
how to use that knowledge to optimally manage a service
organization.
Klein (2014)
Involves knowing the guests or clients and their needs
and wants, perceptions, and expectations.
Customer Expectations
For customer satisfaction and customer service to be
achieved, a complete and proper understanding of
customer expectations is very important.
45% 65% 85%
Guestologist
 Plans for customer satisfaction as this will be the
platform for the design of the experience.
 The role of guestologist is very critical because
he/she makes sure that everything is in place
when the guest’s senses first come in contact
with anything about your establishment.
Problems even in luxury hotels that are actually
unresolved Ekiz et al. (2012)
1. ROOMS
2. ARROGANT AND/OR CLUELESS STAFF
3. FAILURE TO RESPOND
4. POOR DELIVERY
5. CLEANLINESS
6. AMENITIES AND UTILITIES
7. BILLING
CUSTOMERS/GUESTS/CLIENTS
Customers, otherwise known as guests and clients, in the
hospitality and tourism play a significant role in the
operations. To understand their behavior and to
strategize the efforts of the company, it's important to
identify and match each type of customer.
Corporate Finance Institute (2015) has identified 5 basic
types of customers that a hospitality and tourism
enterprise should be aware of. They are:
1. Loyal Customers
2. Impulse Customers
3. Discount Customers
4. Need-based Customers
5. Wandering Customers
 Alongside these segments drag another type of
customer that’s usually forgotten or left out. It’s
called the INTERNAL CUSTOMERS.
---—-- people which depend on and “serve” each
other.
 As they are the ones who are actually doing the
service process, they understand the feeling of
being served together with the toil of hard work
that goes with it.
 Thus, the service given to an external customer
should also be the same with an internal
customer.
Quality Value
THE MEASURE OF ‘QUALITY FOR THE GUESTS IS
ACTUALLY BASED ON THE DIFFERENCE BETWEEN THEIR
EXPECTATION AND THEIR EXPERIENCE.
CUSTOMER VALUE
SINCE THE TOURISM & HOSPITALITY INDUSTRY IS A
GUEST- CENTERED INDUSTRY, ULTIMATELY THE
CUSTOMER WHO DEFINES VALUE.
STRATEGIES FOR QUALITY SERVICE
STRATEGIC PLANNING
The process of identifying a company’s internal and
external characteristics which will contribute to the
attainment of its goal pointing to a specific direction
while formulating different policies on how best to
achieve it.
THREE ELEMENTS
1. Identification of Adoption of long-term goals and
objectives
2. Adoption of different courses of action.
3. Allotment of resources
MICHAEL PORTER'S GENERIC STRATEGIES
COST LEADERSHIP STRATEGY
Focuses on increasing profits by reducing operational
costs and charging lower prices.
DIFFERENTIATION STRATEGY
Focuses on making a company’s service being attractive
and unique in comparison to those of its competitiors.
FOCUS STRATEGY
Concentrates on developing services for niche market.
Using this strategy requires a deep understanding of the
customer’s needs of a company. Its aim will be to meet
these needs by providing that something special and
extra that the customers cannot get anywhere else.
TYPES OF FOCUS
1. Cost leadership in a narrow or focused market
2. Differentiation in a narrow or focused market
INTERNAL ANALYSIS
- is where an organization takes stock of the resources
and assets that it possesses.
- experts refer to this as the “secret sauce” of an
organization.
EXTERNAL ANALYSIS
- doesn't rely on the “secret sauce”.
- how a company positions itself in the market with
respect to its rivals in its particular space is of primary
concern.
- attention should be focused on what a company is good
at relative to its rivals in that industry.
Strategizing for the FUTURE
Ford (2011) stated that the things hospitality and tourism
organizations must plan to cope with changes in the
future include demographics, technology, social
expectations, economic changes, competition in the
industry, stakeholders, and other factors.
COMPETITORS
- shape the tourism and hospitality industry.
- the presence of this major key player brings about
major changes in the industry.
MOORE (1996)
- utilized biological analysis in explaining shifts in today’s
business.
- he mentioned in his article that businesses are a big part
of the ecosystem and businesses need to evolve in order
to thriveand survive.
BENGTSSON (1999)
- explained and identified these relationships existing in
competition. 4 types can be distinguished.
1. COEXISTENCE
2. COOPERATION
3. COMPETITION
4. CO-OPETITION
OTHER STAKEHOLDERS &RELEVANT GROUPS
RESOURCE SUPPLIERS
A company cannot continue its operation without raw
materials, equipment, and other supplies.
CAPITAL SUPPLIERS
A company may need to spend more time to forecast the
availability of this valued resource.
LABOR SUPPLY
Without a stable labor supply, the tourism and
hospitality operations will be greatly affected as they
drive the operation itself.
CHAPTER 4
SERVICESCAPE
DEFINITION
-is the actual, physical environment where the act of
service is performed, delivered, and consumed.
-The area where the service team and the guest interact
with each other.
Rutlecdge’s Principles of Design for Tourism & Leisure-
related Establishments

1. Everything should have a purpose.
a. Natural elements - include the land itself, water, areas,
and plants
b. Use areas - interaction between guests and the service
staff most of the time
c. Major structures - buildings, and dams
d. Minor structures - utility areas, benches, walkways,
and pathways
e. Forces of nature - wind, sun, and rain effects
2. Design should be for both employees and guests.
3. Function and aesthetics should be present.
4. Set up a substantial experience for the guests and
employees.
Theming - refers to the use of an overarching concept to
create a holistic and integrated organization of the guest
experience.
5. Set up an appropriate experience for guests and
employees.
Human scale - determines the appropriateness in size of
an element with respect to the average size of a human
himself/herself.
Speed scale - proportion of the sizes used for design in
reference to the nature of the activities done in the area.
6. Adhere to technical requirements.
7. Comply with needs in the lowest possible cost.
8. Establish design with less supervision.
IMPORTANCE OF SERVICESCAPE
It makes it easy for the owners, management team, and
staff to deliver the image they would want to project to
their guests.
EXPECTATIONS- environment largely influences guest
expectations, even before the service process.
MOOD AND EMOTION- it sets the mood for the guest
and somehow evokes their emotion along their
experience.
EMPLOYEE SATISFACTION- the team work in these
places most of the time.
SERVICE PRODUCTION FACTORY- to some, may only be
a backdrop but in reality, it’s where the guest co-
produces the experience with the different aspects of the
service product.
FUNCTION VALUE- with the guest as its central concern,
the establishment’s focal reason for existence is to
provide safe and easy to use and understand place.
Piero-Signes (2014)- although responses varydepending
on the level of service of the hotel, with the industry’s
push toward — sustainability, environmental
certifications give luxury hotels some competitive
advantage and allow market share gains with their group
Ellis (2008) - experience staging is very important most
esp. on recreation establishments.
Leblebici (2012)- workplace environment in terms of
physical as well as behavioral components is a part and
parcel to achieve work productivity of the employees.
Heide (2007)- the role of architecture in shaping the
guest’s experience and how they react on it.
Hilliard (2008)- exploring attitudes of the planners
regarding safety and security and checking how these
attributes affect the site inspection process of the
planners while influencing the decision-making process
of the planners in selecting the hotel as a probable
venue.
CHAPTER 5
Service Staffing in Tourism and Hospitality Industry
Hotel, Restaurant, resort, etc
Every hospitality organization would want being known
as a business that provides the best quality of service and
uniqueness.
Service-oriented organizations
A vital role is played by staff in rendering the services that
the organization promises to provide among expectant
guests.
STAFFING FOR SERVICE
 Whenever there’s a need for workforce
requirement or there would be a position to fill
in the department, it's often referred to the
human resource department or to the talent
acquisition division of the organization.
 Managers should be able to carefully study the
needs of their department.
 Managers should always consider forming a
team for a long run to avoid spending time of
doing the process repeatedly.
 In terms of recruitment, it’s suggested that the
values of the brand are clearly marketed or
advertised to internal
 customers right from the beginning of the hiring
process.
 A common practice when looking for new
employees is to generate a profile matching the
specific requirements of a particular position
 together with the abilities and talent of their top
workers.
Different traits that should be possessed by the frontline
employees include:
 Service-oriented
 Empathic
 Enthusiastic
 Responsible
 Polite
 Considerate
 Conscientious
 Customer-focused
INTERNAL HIRING
- Many organizations favor internal hiring because they
see a lot of advantagesmore than hiring from outside of
the organization.
-Information about the applicant
-Fairness of the company
-Knowledge and experiencewithin the organization
-Organizational culture and values
-Reduce Costs
EXTERNAL HIRING
- There are situations where candidates should be
sourced externally.
 Paradigm shift and new perspectives
 Education and experience
 Diversity of workforce
APPROACHES TO HIRING EXTERNAL EMPLOYEES
1. The internet- greatest invention of today
2. Print advertising- common and an effective
method in advertising job requirements of
organizations
3. Professional linkages or groups- associations or
groups belonging to the same industry or sector
form organizations or clubs
4. Internship or work and travel program- targets
recent graduates or students who are about to
take their on-the-job-trainings.
5. Referrals or peer recommendations- good
employees are also possible sources of new
employees who may be of same caliber as they
are.
6. Company’s image or brand- an organization with such
as the best place to work and that takes care of its
employees and values the members of its workforce is a
magnet for a lot of applicants.
7. Walk-in application- personally bring in their
application forms to the organization.
8. Headhunters- other organizations seek out the
services of professional recruitment organizations when
they are looking for specific skills and particular talents.
9. Talent pooling- it’s common that companies maintain
a list of candidates for a single position
Tools for gathering information about the applicants
*Application form
* Interview
* Psychological tests
* Background/references
TRAINING AND DEVELOPING EMPLOYESS TO SERVE
WHETHER NEW OR VETERAN
Hiring the most qualified and skillful staff doesn't mean
that the service would turn into the desired result of the
organization.
HOSPITALITY INDUSTRY IS A SERVICE INTENSIVE
No room for failure in the delivery of superb services that
are expected by the guests.
EACH EMPLOYEE SHOULD BE TRAINED
Should equip the employees with knowledge on proper
anticipation in order to provide for the customer’s
expectation and to figure out solutions on situational
problems that may arise spontaneously.
EXTERNAL TRAINING
-Conducted by training organizations and training
consultants who have the expertise and resources to
handle coaching skills, needs or any topics required by
organization.
INTERNAL TRAINING
-Also known as in-house trainings, are often done by the
department within the organizatio involved with the
training and development of human resources or talents.
COMMON METHODS OF TRAINING
1. Personal training: usually refers to student and a
teacher type of training.
*Mentoring is the first personal training wherein the one
who educates or gives advice is usually the more
experienced or senior member of the team
*Coaching is a function between an expert focused on
how to build the skills and competencies of a prodigy
* Apprenticeship is a training involving an experienced
master guidingan apprentice to learn a new craft through
observation and hands-on experience through a set
period of time
2. On the job training: also known as on-site training
3. Classroom lecture: referred as traditional teach and
learn approach where the trainees listen to the trainer
about the knowledge and skills than an employee has to
know
4. Simulation: made to practice their tasks in a controlled
environment that mirrors an actual scenario in a
workplace
5. Audiovisual Presentation: often used to aid training
sessions
6. Computer-aided training: skills and interpretation are
done with the aid of computers
7. Do-it-yourself Training: training through modules
coupled with self-paced training method
LI, LI & GAO, 2019
Companies should encourage new ideas and behaviors of
internal employees. When employees have a more open
attitude, it’s easier for customers to accept new services
and products, which is conducive to the performance of
the company.
PEOPLE MAY JOIN PARTICULAR ORGANIZATIONS TO
SUSTAIN THE DIFFERENT KINDS OF PEOPLE’S NEEDS:
1. Economic needs- compensation
2. Social needs- sense of belongingness
3. Achievement needs- opportunity to contribute and
share
4. Recognition needs- appreciated and valued feeling
PERFORMANCE
RECOGNITION
Usually goes with financial rewards.
Accomplishments may come from different areas;
- assigned tasks
- sales performance
- innovative projects
- model employees
- perfect attendance
- loyalty
- length of service
EMPOWERMENT
Another aspect in order to encourage employees to
perform better and develop into becoming role models
in the organization is to provide them opportunities to
make decisions in relation to the performance of their
jobs.
CULTURE
Kim et al.,2019
Employees are more likely to accept brand values and to
align their attitudes and become committed to the brand
if they perceive that the brand authentically embodies
the values they communicate to external customers and
that these values are congruent with their own.
 A culture in the organization is often referred to
as the values, way of life, or philosophies
embodied by each member of the organization.
 Culture is an action or an attitude on how
employees should perform and think in the
performance of their jobs.
 Subcultures develop oftentimes among large
companies composed of many units with many
members involved in culture.
CULTURE
WAYS OF TOURISM & HOSPITALITY ORGANIZATIONS
COMMUNICATE CULTURE:
1. Company policies and rules
2. Role models or model employees
3. Ceremonial activities or rites
4. Symbols
5. Linguistics