酒店管理质量中英文对照外文翻译文献.doc

1、酒店管理质量中英文对照外文翻译文献文献信息：文献标题：Does quality management improve performance or vice versa? Evidence from the hotel industry质量管理能否进步绩效，或反之亦然？来自酒店业的证据国外 Tarí J J,Pereira-Moliner J,et al文献出处：Service Business,20_,11(1):23-43.字数统计：英文 2283 单词，12593 字符；中文 4193 汉字外文文献：Does quality management improve p

2、erformance or vice versa? Evidence from the hotel industry Abstract This paper has several aims: (a) to identify an empirical ta_onomy of quality management (QM), (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance

3、 levels have more advanced QM levels.This paper contributes to identify a ta_onomy of QM in hotels showing the association between a particular level of QM and different performance dimensions.In addition, the paper sheds light on the possible selection effect in the hotel industry.The study finds t

4、hat hotels with higher QM levels have better hotel guest satisfaction and employee satisfaction, efficiency and better business performance.It also shows that hotels with better performance levels develop QM to a greater e_tent.Accordingly, QM level is one factor among others that e_plain better per

5、formance levels in hotels.Also, good performance can facilitate the implementation of QM practices.Keywords: Quality management; Performance; Cluster analysis; Selection effec; Hotel industry1.IntroductionQuality management (QM) is a management system that includes a set of practices (leadership, pe

6、ople management, stakeholder focus, planning, information and analysis, process management and supplier management) for managing an organization (Dale 1999; Tari et al.20_) that may have positive effects on performance in manufacturing and service panies.The effects of QM on firm performance and pet

7、itiveness have been e_tensively e_amined in the literature, but results are inconclusive.Although most scholars have found positive effects of QM implementation (Duh et al.20_; Lee 20_; Lee et al.2022; Molina-Azorin et al.2022; Tari et al.20_; Yunis et al.20_), others have shown that organizations d

8、o not achieve any benefits from QM (Lo et al.2022; Yeung and Chan 1998; Yeung et al.20_).These mi_ed results suggest that more empirical studies about this relationship are needed.Most studies have e_amined this relationship using regression analysis, structural equation modelling or similar techniq

9、ues in order to identify direct and indirect relationships between QM practices and performance in manufacturing and service organizations (Alonso-Almeida et al.20_; Kaynak 20_; Prajogo 20_; Sila 20_; Tari et al.20_; Yang 20_).A few studies have identified an empirical ta_onomy of QM in the manufact

10、uring and service industries and then e_amined its association with performance (Lee et al.2022; Yeung et al.20_) as a way of supplementing previous studies on direct and indirect relationship between QM practices and performance.In addition, although most previous studies have e_amined the effects

11、of QM on performance, very few studies indicate a relationship in the reverse direction, namely as a selection effect, whereby firms with better performance levels are those panies that implement QM (Dick et al.2022).In the case of hotels, previous studies have e_amined the effects of QM on performa

12、nce (e.g.Alonso-Almeida et al.20_; Nicolau and Sellers 2022; Wang et al.20_) although the hotel industry has been e_amined to a lesser e_tent than manufacturing organizations (Rubio-Andrada et al.2022; Wilkins et al.20_).In addition, to the best of our knowledge, there have been no studies on select

13、ion effects in the hotel industry.Therefore, new studies about these topics will be interesting to e_tend the knowledge about a ta_onomy of QM and the selection effect to the hotel conte_t.This paper has several aims: (a) to identify an empirical ta_onomy of QM in the hotel industry, (b) to assess w

14、hether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advanced QM levels.The contribution of this paper is, first, that it identifies a ta_onomy of QM in hotels showing the association between a particular level of

15、 QM and different performance dimensions.Few studies have identified an empirical ta_onomy of QM mainly in the hotel industry.Second, the paper sheds light on the possible selection effect in the hotel industry.2.Literature review2.1.Ta_onomies of quality management and performanceThe literature off

16、ers a number of classifications of levels of QM (e.g.Claver and Tari 20_; Lee et al.2022; Yeung et al.20_; Zhao et al.20_).These studies e_amining an empirical ta_onomy of QM have analysed manufacturing and service organizations, and they have shown that performance levels are enhanced at the differ

17、ent development levels of QM practices.In addition, some scholars have suggested the need for further studies analysing the association with business performance, especially in service industries.For e_le, Lee et al.(20_) showed that manufacturing and service organizations with better QM system impl

18、ementation have significantly better outes in customer and people performance.Yeung et al.(20_) identified four types of QM systems in manufacturing firms: undeveloped quality system, framed quality system, acmodating quality system and strategic quality system.The authors indicated that different a

19、spects of organizational performance (efficiency, customer satisfaction and business performance) are improved at different stages of development of QM practices.Organizations develop their QM first by establishing a framed quality system which improves operations and reduces mistakes.This can lead

20、to some operational benefits ‘‘but not lifting up the organizational performance as a whole.When they further develop their QM systems, they acmodate their QM system and achieves slight improvement . but the overall organizational performance, especially marketing growth and fina

21、ncial gains, cannot be achieved until a strategic quality system is established (Yeung et al.20_).These studies on empirical ta_onomies of QM have shown that organizations with a higher level of adoption of QM practices outperformed those with a relatively lower level of implementation of QM practic

22、es in customer satisfaction, employee satisfaction, efficiency and business performance.In relation to customer satisfaction, the positive effect of QM on customers can be due to the fact that QM practices reduce plaints, encourage repeat purchasing and improve service quality (Alonso- Almeida et al

23、.20_; Casadesu´s and Karapetrovic 20_; Doeleman et al.20_; Gustafsson et.al 20_; Lai and Cheng 20_; Lee et al.2022; Sila 20_; Singh 2022).The literature has also found that QM in hotels may increase hotel guest satisfaction (Alonso-Almeida et al.20_; Nield and Kozak 1999; Wang et al.20_).B

24、ased on this previous literature review, the following hypothesis is suggested for the hotel industry: H1 The higher the QM level, the better the hotel guest satisfaction.H2 The higher the QM level, the better the employee satisfaction.H3 The higher the QM level, the better the efficiency.H4 The hig

25、her the QM level, the better the business performance.2.2.Selection effectThe previous review suggests that higher quality implies lower costs and increased productivity, which in turn gives the firm a greater market share and better petitive levels (Deming 1982; Evans and Lindsay 20_).Firms with a

26、higherlevel of QM may achieve customer and people satisfaction, process improvement and better supplier management (Alonso-Almeida et al.20_; Kim et al.20_; Lee et al.2022).This facilitates an improvement of performance levels.In spite of this general idea about the benefits of QM practices, some sc

27、holars have also suggested that those firms with better performance levels are those implementing QM systems.Those studies have shown that the propensity to implement QM is higher in firms with better financial performance.For e_le, Heras et al.(20_) showed that firms with a better financial perform

28、ance have a higher propensity to seek quality certification.Dick et al.(2022) also found a reverse attribution between quality certification and performance.This could be due to the fact that it is easier for more profitable firms to seek certification because they findthe cost easier to absorb than

29、 less profitable firms.The authors then indicated that better performance preceded quality certification.Prajogo and McDermott (2022) tested the difference between highand low-performing firms and found that high- performing firms show higher scores in quality performance.Prester (20_) also e_amined

30、 different practices in lower and higher performers and found the biggest differences in the adoption of QM practices, statistical process control, supplier certification and ISO 9001.High performers develop QM practices to a greater e_tent than lower performers, and then if lower performers want to

31、 catch up with the best performers, QM practices could be one way to help them to improve their performance.These ideas suggest that organizations with good financial performance can allocate more resources to develop QM practices.In other words, financial performance may influence QM (Dick et al.20

32、22).This may be e_plained by a selection effect, that is, an e_-ante selection mechanism where better performing firms have a greater propensity to carry out quality practices.To the best of our knowledge, there have been no studies on the selection effect in the hotel industry, and based on the pre

33、vious reasoning, we propose the following hypothesis: H5 The better the business performance, the higher the level of quality management.3.MethodsThe target population for this study was 3 to 5-star individual hotel establishments, including independent and chain-affiliated hotels, located in Spain.

34、Spain ranks second in the world in terms of international tourism revenue and fourth in volume (UNWTO 20_).The census was achieved from the Hostelmarket Database.The size of the population is 4770 hotels (2417 3-star hotels; 2063 4-star; and 290 5-star).A structured questionnaire with closed questio

35、ns was sent by post in two waves to the whole population between October 2022 and February 20_.A pretest was carried out with seven hotel managers, four representatives of hoteliers associations, one representative of an institute linked to quality issues in the tourism sector and one manager of a c

36、onsulting firm specializing in hotel management and quality.In the introduction letter of the questionnaire, we indicated that QM questions should be answered by the person responsible for the QM of the hotel, while business performance questions should be answered by the hotel manager.This arrangem

37、ent was proposed to avoid the mon method variance caused by having only one respondent for all questions.350 hotel managers answered, a 7.34 % response rate.The sling error is 5.0 % for a confidence level of 95 %, and the least favourable situation of p = q = 7 % of the respondents were 3-st

38、ar hotels; 47.61 % 4-star establishments and 7.33 % were 5-star hotels.The average size was 128 rooms and 260 beds.41.6 % were chain affiliated and 58.4 % were independent.4.Discussion and conclusions 4.1.Theoretical implications First, the study has identified a ta_onomy of QM using four managerial

39、 systems (operative, information, strategic and technical) that could be used to measure QM levels in hotels or other tourism organizations in future studies.Second, the results show that QM levels may have positive effects on performance.This idea suggests that QM practices are one factor among oth

40、ers that e_plain better performance levels in some hotels.Third, the results also demonstrate that a selection effect is also possible in the hotel industry.This results increase our knowledge about the association between QM and performance showing that a higher performance can be a factor that fac

41、ilitates the adoption of different management practices such as those related to QM.In this conte_t, as very few studies have e_amined the selection effect, researchers could continue investigating the ways in which better levels of performance in organizations facilitate the implementation of QM pr

42、actices.In this respect, this study reinforces previous research about the importance of QM in improving performance and plements these previous works showing that better performing hotels can more easily adopt QM practices.4.2.Managerial implicationsThis paper also has implications for hotel manage

43、rs.First, QM is more developed in hotels with a higher category and more rooms.This result could be due to the fact that this kind of hotel has more resources to invest in improving QM capabilities.Second, the QM scale employed in this study could be used as a check-list to identify strengths and we

44、aknesses regarding the development of QM practices.This may help managers to identify the areas where their implementation has been less effective, so that they would then invest their efforts in those areas in order to increase the QM level in their organizations.In addition, cluster analysis can b

45、e used as a guide to identify where the hotel is situated along the improvement spectrum in order toinform decisions about which practices should be reinforced to improve its QM level.Third, managers should also understand that although good performance facilitates the development of several managem

46、ent practices such as those related to QM, when hotels go beyond the control and management of key activities and consider quality as a strategic tool and use more quality tools, they can achieve even better QM levels.This higher mitment to the quality practices may produce positive results related

47、to efficiency (e.g.they can reduce errors and increase productivity), hotel guest and employee satisfaction (e.g.they can reduce customer and employee plaints, increase hotel guest and employee satisfaction, service quality will be more valued by hotel guests) and business performance (e.g.they can

48、have positive effects on RevPAR).4.3.Limitations and future researchFirst, the study has e_amined the association between QM and performance using a snapshot across a number of hotels.A longitudinal study could e_tend these results, making it possible to test whether or not hotels with a higher degr

49、ee of QM achieve significantly better performance levels.In this conte_t, qualitative studies of each QM level, supporting the current quantitative studies, could help in the development of understanding of each level and its association with performance.Second, the research has asked managers if th

50、ey implement QM practices using perceptual data.Future research could include objective data about QM tools and techniques.Finally, the study has focused on the hotel industry and future studies could be e_tended to other service industries.中文译文：质量管理能否进步绩效，或反之亦然？来自酒店业的证据【摘要】：p 】： 本文有以下几个目的：a确定质量管理QM

51、的实证分类法， b评估拥有更先进的质量管理的酒店是否实现更好的绩效程度；c分析p 绩效程度较高的酒店是否拥有更先进的质量管理程度。本文有助于确定酒店质 量管理体系的分类，它显示了特定级别的质量管理与不同绩效级别之间的联络。此外，本文提醒了酒店业可能的选择效应。研究发现，质量管理程度较高的酒 店，其客户满意度、员工满意度和效率更好，其业务绩效也更好。这也说明， 绩效程度更好的酒店在更大程度上开发了质量管理。因此，质量管理程度是解 释酒店业绩程度的因素之一。此外，良好的绩效可以促进质量管理理论的施行。【关键词】：p 】： ：质量管理；绩效；聚类分析p ；选择效应；酒店业1.引言大多数研究使用回归分

52、析p 、构造方程模型或类似技术来检验这种关系，以便确定制造业和效劳组织中质量管理理论与绩效之间的直接和间接关系阿隆索阿尔梅达等人，20_；卡纳克，20_；普拉约戈，20_；席拉，20_；塔里等人 20_；杨，20_。一些研究已经确定了制造业和效劳业质量管理的实证分类，然后研究了它与绩效的关系李等人，2022；杨等人，20_，作为以往关于质量管理理论和绩效之间直接和间接关系的研究的一种补充。此外，尽管大多数以往的研究已经研究了质量管理对绩效的影响，但很少有研究说明其关系是相反的，也就是说，作为一种选择效应，具有更好的绩效程度的公司是那些施行质量管理的公司迪克等人，2022。在酒店方面，以往的研究

53、已经研究了质量管理对绩效的影响例如阿隆索阿尔梅达等人，20_；尼古劳和塞勒斯，2022；王等人，20_，虽然酒店业 的审查程度低于制造业组织安德拉 达金发等人，2022；威尔金斯等人， 20_。另外，据我们所知，酒店业的选择效应还没有被研究。因此，关于这些主题的新研究将会有趣地扩展了关于质量管理分类学的知识和对酒店背景的选择效应。本文有以下几个目的：a确定酒店业的质量管理的实证分类，b评估拥有更先进的质量管理的酒店是否实现更好的绩效程度；c分析p 绩效程度较高的酒店是否拥有更先进的质量管理程度。本文的奉献是，首先，它确定了酒店业质量管理的分类法，显示了特定级别的质量管理与不同绩效级别之间的联络

54、。很少有研究确定了酒店业的质量管理的实证分类。其次，本文讨论了酒店业可能的选择效应。2.文献综述2.1.质量管理和绩效的分类文献提供了许多质量管理程度的分类例如克拉弗和塔里 20_；李等人， 2022；杨等人，20_；赵等人，20_。这些研究了质量管理的实证分类法，分析p 了制造业和效劳业组织，并且说明，在质量管理理论的不同开展程度上，绩 效程度得到了进步。此外，一些学者还提出，需要进一步分析p 与业务绩效的关联性，特别是在 效劳行业。例如，李等人20_说明，施行更好的质量管理系统的制造和服 务组织在客户和人员绩效方面获得了显著的成果。杨等人20_确定了制造 企业中的四种质量管理体系：未开发的质量体系，框架式的质量体系，适应性 的质量体系和战略性的质量体系。作者指出，在质量管理理论的不同开展阶段， 组织绩效的不同方面效率、客户满意度和业务绩效都得到改善。组织首先 通过建立框架式的质量体系来开展质量管理，从而改良运营，减少错误。这可以带来一些运营效益，“但不能进步整体组织绩效。当他们进一步开展质量管理体系时，他们可以适应他们的质量管理体系，并实现细微的改善.，但是， 只有建立战略性的质量体系，才能实现组织