The paper "Service Quality at Remington Hotel" is a perfect example of a management case study. According to Saleh & Ryan (1991, p. 326), service quality is a significant element of success in terms of drawing repeat business in the hospitality industry. The following report aims at analysing the case study on service quality at Remington Hotel. Service Quality Gaps The observations made by Madeline in Day one reflect the numerous service quality gaps that are evident at the Remington Hotel. It is evident that the hotel has a high number of guests based on the observations.
In the case study, it took about 40 minutes to check in a total of about 100 guests with the use of two check-in staffs. This illustrates a clear gap in human resources in terms of service delivery. Moreover, as explained in Mr Spencer’ s experience, the hotel lacks employees to help guests with luggage, which is rather disappointing and hurting the quality of service. Services in the hospitality industry are not always constant meaning that there is a peak season as well as a low season. As illustrated, the first day for Madeline was a peak-day or period, thus the need for increased human resources.
According to Zhu (2012, p. 25) hotels can offer increased training to employees to allow for diversified skills that can be transferred during peak periods. Knowledge is another key service gap as explained from the customer experience in day one. Even with advertisements for a check-in facility in the airport, Mr Spencer was unable to spend the night in the Airport hotel facility. This is based on both the lack of knowledge and communication.
Hotel employees in the airport seem to lack the knowledge of the check-in facility as well as its significance both for the business as well as for customer satisfaction and expectations. The employees ignored the benefits of offering the check-in service even though at night to both the business as well as consumer satisfaction, thus creating a service gap. Communication is also a major gap in service delivery. The experience of Mr Spencer in seeking for an alternative room after discovering they had been over-booked, illustrates poor communications skills. As the front-desk manager illustrated, he did not respond to the customer needs and only made it worse by implying he responded.
This further extends to the lack of proper service delivery standards. Even before the double-booking incident, as Mr Spencer checked in, the staff immediately left her duties after the end of her shift. One aspect of service quality is customer expectations and perceptions. Customers are always observing the perception of management towards factors of service quality (Câ ndido 2005, p. 14). However, as illustrated in the case study, abandoning duties because of the end of a shift was not positive or reflecting management focus on customer and service delivery.
Overall, the service gaps illustrated in the first day of observation include lack of human resources, knowledge, communication skills, standards, and service delivery.