1. Hospitality Operations Analysis Ch 05: Service Management Assessment
Dr. Edward A. Merritt
The Collins Endowed Chair of Management
California State University (Cal Poly Pomona)

2. Review
The following slides provide a review of what is due in Part I

3. The Procedural Dimensions
The technical systems involved
Timeliness
Incremental flow
Anticipation
Communication
Customer feedback
Accommodation
Organization & supervision

4. The Personal Dimensions
Relating to customers as people
Attitude: Body language
Attitude: Voice tone
Tact
Naming names
Attentiveness
Guidance
Selling skills
Gracious Problem Solving

5. Ranking Service Priorities
Not all components are equal
Use the 15 components listed on the previous two slides as a guide
Emphasis will depend on operation
Do not ignore any components
Rank from 1-15 (with 1 most important element)

6. Moving to Part II
The following slides explain the Service Management Assessment (SMAS) critical analysis
The following definitions and benchmarks can be found in the syllabus (about page 7) and in the text beginning on page 192

7. Service Management Assessment
10 Elements
Quality Customer Service
Org Climate
Service standards
Jobs & hiring
Training
Customer feedback
Response to customers
Provider feedback
Recognition & rewards
Continuous quality improvement

8. 1. Quality Customer Service Values
Definition: The goal of the organization is to give the highest quality customer service
Benchmark: All employees and management are responsible for providing quality service
Actual: The organization is very good at “talking the talk,” but not good at implementing those values
2 Strengths (individual instances)
2 Weaknesses (individual instances)

9. 2. Org Climate and Leadership
Definition: Leadership and relationships between management and service providers are very important. Everyone treats each other with respect
Benchmark: The work environment is enjoyable, and service providers feel they have an impact on work guidelines and practices
Actual: Leadership is poor at best. Servers have no impact over procedures because the upper management dictates

10. 3. Quality Service Standards
Definition: Customer-service standards are written down in a clear and concise manner, and must be strictly followed
Benchmark: The standards are objective and are communicated to everyone
Actual: The hotel does have clear and concise written standards. However, there are too many rules and policies

11. 4. Jobs and Hiring
Definition: The hiring and screening of potential candidates is a detailed and written process
Benchmark: Candidates must be experienced in providing excellent customer service, and they will be thoroughly examined.
Actual: The resort’s job descriptions are detailed, but are outdated because they come from corporate. The hiring market is tight and the resort is not able to meet the high standards (of experienced workers)

12. 5. Training
Definition: Training new employees in how to deliver excellent customer service is structured and detailed
Benchmark: The training materials and program are comprehensive and organized. Employees are evaluated during training and must reach certain levels of expectations before they go live
Actual: The hotel has thorough training procedures. For example, the GSA program is seven days, which includes service classes. GSAs also go through rotations with other departments

13. 6. Customer Feedback
Definition: Customer Feedback is obtained in different ways, including customer surveys, secret shoppers, Internet websites, and personal contact with guests
Benchmark: Managers do frequent “table touches” during guests’ dining experiences in order to obtain feedback. Secret shoppers come out about once a month
Actual: Managers do not do table touches due to being too busy. In the last two years, the company has done only one customer survey

14. 7. Response to Customers
Definition: Guest problems are dealt with in a timely and considerate manner
Benchmark: Guests are able to easily locate a someone to solve their problems
Actual: If a guest has a complaint about their food, the server can ask them if they would like a different item or a new item, etc. If a guest has a service complaint, the guest will often ask to see a manager

15. 8. Service Provider Feedback
Definition: Feedback is given to employees in daily affirmations and regular performance appraisals
Benchmark: Management regularly lets the service providers know how they are doing in regard to production
Actual: A manager is required to give written performance evaluations every six months. In pre-shift meetings, management gave the latest overall performance results of each department using charts

16. 9. Recognition and Rewards
Definition: There are systems in place to reward employees based on measured performance standards
Benchmark: Service providers receive positive affirmations from management and are rewarded for delivering quality service
Actual: When a GSA passes a secret shopper report, he or she is given a $100 reward. Employees who show outstanding performance are given the opportunity to move up

17. 10. Continuous Quality Improvement
Definition: The hotel tries to continually improve guest service through discussions with management and service providers
Benchmark: Managers and hourly employees are part of the process to examine the strengths and weaknesses in guest service. There is an open-communication system between management and employees
Actual: The hotel believes that quality improvement comes only from upper-management and rarely takes into consideration service provider comments

18. End of Chapter 05