Abstract
Service quality has been an important subject of research involving food and beverage (F&B) departments ofhotels. Despite a substantial number of studies on service quality, the reasons why guests revisit a hotel and whya high-quality service from the F&B department is needed have remained unanswered. This paper aims to reviewexisting literature on service quality management in the F&B departments of hotels, its process, and the effectiveservice quality management framework. This paper discusses famous models, and explains Parasuraman’sdimensional framework of service quality management in the area of F&B and its application to the hotelindustry. The conceptual paper suggests application of the dimensional model in the F&B department andencourages hotels to improve its management to better satisfy their guests.
Highlights
Hotel management scholars consider service quality a precedent to guest satisfaction
This paper aims to review existing literature on service quality management in the food and beverage (F&B) departments of hotels, its process, and the effective service quality management framework
Some experiential studies show that getting a good quality of service from the food and beverage (F&B) department of a hotel is important for many guests (Armstrong et al, 1997; Crick & Spencer, 2011; Cronin & Taylor, 1992a; Getty & Thompson, 1994; Lam & Zhang, 1998; Parasuraman. et al, 1988a; Sulek & Hensley, 2010; Zeithaml & Bitner, 2003)
Summary
Hotel management scholars consider service quality a precedent to guest satisfaction. This paper reviews existing literature and suggests a theoretical framework for F&B department that illustrates the evaluation of service quality in the hotel industry in Jordan. It uses the five dimensions developed by Parasuraman et al (1985) and Zeithaml et al (1996). These five dimensions are the followings: (1) tangibles – refer to physical facilities, equipment, appearance of personal, etc.; (2) reliability – ability to dependably and accurately perform the promised service; (3) responsiveness – willingness to help customers and provide prompt service; (4) assurance – knowledge and courtesy of employees, and their ability to convey trust and confidence; and (5) empathy – care for and individualized attention to guests
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