酒店服務與顧客滿意度外文文獻翻譯

文獻出處：AminM,YahyaZ,IsmayatimWFA,etal.Servicequalitydimensionandcustomersatisfaction:anempiricalstudyintheMalaysianhotelindustry[J].ServicesMarketingQuarterly,2013,34(2):115-125.第一部分為譯文，第二部分為原文。默認格式：中文五號宋體，英文五號TimesNewRoma,行間距1.5倍。服務質(zhì)量維度和客戶滿意度：馬來西亞酒店業(yè)的實證研究摘要：本研究的目的是檢驗馬來西亞酒店行業(yè)服務質(zhì)量維度與客戶滿意度之間的關(guān)系。本研究采用了一種采用方便抽樣方法的非概率抽樣技術(shù)。受訪者僅限于有在馬來西亞逗留酒店的人士。大多數(shù)酒店客戶對酒店提供的服務的整體質(zhì)量感到滿意。研究結(jié)果表明，服務質(zhì)量維度對客戶滿意度的預測作出了重大貢獻。關(guān)鍵詞：服務質(zhì)量，客戶滿意度，酒店，馬來西亞引言馬來西亞是東南亞國家聯(lián)盟(ASEAN)地區(qū)最受歡迎的旅游目的地之一，2009年接待了約2360萬國際游客，比前幾年增長約7%(MarketR,2012)。旅游業(yè)發(fā)展升溫，2007年實現(xiàn)利潤336億元。在那一年，馬來西亞旅游業(yè)估計上漲4.5%,這一數(shù)字可能每年上漲6.6%。MarketR預測，2012年國際旅游人數(shù)將在預測期內(nèi)(2011-2013年)以8%的復合年增長率增長，海外游客的旅游收入預計將以8%左右的年復合增長率上升同期。據(jù)預測，2011-2013年，東盟國家的游客，如中國，印度和中東地區(qū)東方將會越來越多地訪問馬來西亞。馬來西亞旅游業(yè)在未來幾年將繼續(xù)快速增長，原因是政府的推廣活動不斷增加，以及作為購物中心的國家聲譽不斷提高(MarketR,2012)。人們旅行的原因很多，包括工作旅行，來訪的家人和朋友以及假期。社會化，享受和歷1史欣賞是人們在休假中可以獲得的好處之一，也許是參加當?shù)氐墓?jié)日(Liang,Illum,&Shu,2008)。由于Ramanathan和Ramanathan(2011)將“物有所值”列為客戶未來選擇行為的影響因素。同樣，Mattila和O'Neill(2003)也將價格視為整體客戶滿意度的重要預測因素，并確認了服務質(zhì)量和客戶滿意度在提升旅游客戶行為方面的作用(Gallarza&Saura,2006)。因此，本研究的目的是調(diào)查馬來西亞酒店行業(yè)服務質(zhì)量維度與客戶滿意度之間的關(guān)系。因此，本研究的目標是調(diào)查馬來西亞酒店業(yè)服務質(zhì)量維度與客戶滿意度之間的關(guān)系。文獻評論酒店業(yè)服務質(zhì)量在測量服務質(zhì)量時，已經(jīng)用于許多研究的最著名的模型是SERVQUAL模型。在客戶評估在規(guī)定時間內(nèi)獲得的服務的實際表現(xiàn)(Parasuraman,Zeithaml,&Berry,1985,1991)時，該模型強調(diào)了服務質(zhì)量在客戶服務期望和觀念方面的比較差異，1994;Nasution&Mavondo,2008)oSERVQUAL模型中已經(jīng)應用了客戶感知與客戶對服務質(zhì)量的期望之間的差距。結(jié)果確定了服務質(zhì)量。差距越小越大提高客戶對服務質(zhì)量的滿意度(Parasuramanetal。，1985)。基本上，當管理者和客戶之間的服務傳遞感知存在利益沖突時，會產(chǎn)生差異。對于經(jīng)理來說，要交付給客戶的業(yè)務產(chǎn)品被視為客戶價值。而對于客戶而言，當他們對他們所經(jīng)歷的服務感到滿意(Parasuramanetal。，1985,1988;Nasution&Mavondo,2008)時，價值就是得出的。SERVQUAL模型的反對者在方法和測量方面提到了與該模型有關(guān)的幾個缺陷。而不是基于五維結(jié)構(gòu)進行測量，模型實際上僅關(guān)注于單一構(gòu)造。例如，Carman(1990)建議通過更改項目措辭或添加項目修改SERVQUALoSERVQUAL尺寸穩(wěn)定性也被認為是模糊的，不足以滿足服務質(zhì)量測量要求，并不完全一般。對于酒店行業(yè)，Kandampully和Suhartanto(2000),Getty和Thompson(1994),Wilkins,Merrilees和Herington(2007)開發(fā)了LODGQUAL,其使用SERVQUAL的相關(guān)維度來衍生酒店業(yè)的目標應用。有兩個維度被確定為通用的：可靠性和有形的。為這個新模式(Getty&Getty,2003;Ladhari,2009),建立了住宅質(zhì)量指數(shù)(LQI),其中包括有形性，響應能力，可靠性，通信性和可信度。Salazar,Costa和Rita(2010)通過開發(fā)HOLSERV規(guī)模修改了SERVQUAL模型來處理酒店。其目的是確定酒店服務質(zhì)量維度。已確定的項目是響應能力，同情心和信心，所有這些都與員工屬性相關(guān)。同樣，Mei,Dean和White(1999)和Ladhari(2009)在使用HOLSERV時提出了新的標準；這些都是員工的可靠性和其他有形資料，可以在酒店行業(yè)中專門測量服務質(zhì)量?？蛻魸M意度像服務質(zhì)量一樣，客戶滿意度變得非常重要。客戶滿意度可以作為影響和協(xié)助發(fā)展?jié)M意度的重要因素的價格或價值來衡量(Getty&Thompson,1994)。優(yōu)質(zhì)的服務質(zhì)量和良好的客戶滿意度是服務行業(yè)面臨的最大挑戰(zhàn)(Hung，Huang,&Chen,2003)。以前的研究表明，對于當今的酒店環(huán)境，公司成功的真正措施就在于能夠持續(xù)不斷地滿足客戶的需求。結(jié)果表明，客戶對提供的產(chǎn)品/服務的價格和質(zhì)量的價值要求越來越高。在具有挑戰(zhàn)性和競爭力的酒店業(yè)中，每個組織都被迫以最有效和最有效率的方式經(jīng)營業(yè)務，只有這樣才能確保業(yè)務進入市場的成功(Gabbie&O'Neill,1996)。提供客戶喜好的服務顯然是獲得客戶滿意度的重要基礎(chǔ)。發(fā)現(xiàn)客戶需求的最簡單的方法是簡單地詢問什么樣的服務(Su,2004;Gunderson,Heide,&Olsson,1996)。有明確的證據(jù)表明客戶滿意度和公司業(yè)績之間存在戰(zhàn)略聯(lián)系(Robinot&Giannelloni,2010;Anderson&Fornell,1994)o因此，更大的價值釋放被認為是企業(yè)成功的關(guān)鍵因素(McDougall&Leveque,2000;Spiteri&Dion,2004;Nasution&Mavondo,2008)。此外，溫斯坦和波爾曼(1988)重點強調(diào)酒店提供卓越的客戶價值的重要性，特別是為企業(yè)提供最優(yōu)質(zhì)的服務，最低的價格和最優(yōu)質(zhì)的價值生產(chǎn)實體。管理客戶滿意度的目的是獲得更高的客戶保留率，提高公司的利潤和市場份額(Gilbert&Horsnell,1998)。然而，在同一地區(qū)經(jīng)歷過良好和不良經(jīng)驗的客戶可能會更加注意其質(zhì)量，因此可能會將其評估為“關(guān)鍵”屬性(Robinot&Giannelloni,2010)。Poon和Low(2005)指出，客戶滿意是基于酒店，住宿，餐飲，娛樂娛樂，補充服務，安全和安全，創(chuàng)新和增值服務，交通，地點和外觀以及更基本的定價和付款擔憂。Cadotte和Turgeon(1988)將四個項目分為一個包括關(guān)鍵，滿足，不滿意和中立者在內(nèi)的分類模型(參見Ramanathan&Ramanathan(1988)),將酒店服務區(qū)分為應得到贊美或表現(xiàn)不佳的良好表現(xiàn)，，2011)。關(guān)鍵屬性傾向于獲得良好的性能，反之亦然。食品質(zhì)量和房間安靜在這個范疇之內(nèi)。因此，關(guān)鍵特征同時為管理提供機會和威脅。滿意度是指客人對于非凡的表現(xiàn)給予贊美的屬性。低或平均性能通常不會影響客人的不滿意度，只與酒店大堂的維護或餐廳的食物量有關(guān)。酒店服務質(zhì)量和物理方面可以有效地影響客戶滿意度(Ekinci,Dawes,&Massey,2008;Ramanathan&Ramanathan,2011)。人們普遍認為，服務質(zhì)量是顧客滿意度的(Cronin&Taylor,1992;Teas,1994;Wilkinsetal。，2007)。研究假設(shè)以前有關(guān)酒店服務行業(yè)的研究有五個維度（Mohsin&Lockyer,2010）。五個方面是酒店氛圍和員工禮貌，食品和飲料產(chǎn)品和服務質(zhì)量，員工介紹和知識，預訂服務以及整體物有所值。在文獻中建立了衡量服務質(zhì)量與客戶滿意度關(guān)系的概念框架。在酒店行業(yè)，客戶滿意度和服務質(zhì)量非常重要。這是行業(yè)面臨的主要挑戰(zhàn)（Chen，Yang，Lin，Yeh，2007;Hungetal。，2003）。例如，在酒店行業(yè)，Ekinci等人（2008）指出，酒店的品質(zhì)對客戶滿意度有積極的影響。同樣，康德蘭和蘇哈坦托（2000）發(fā)現(xiàn)服務質(zhì)量和客戶滿意度之間存在著重要的關(guān)系。因此，本研究的假設(shè)是：H1：酒店氛圍，員工禮貌和客戶滿意度之間存在重大關(guān)系。H2：食品和飲料產(chǎn)品與客戶滿意度之間存在重要關(guān)系。H3：員工績效與知識與客戶滿意度之間存在重要關(guān)系。H4：預約服務與客戶滿意度之間存在重要關(guān)系。H5：總體財務價值與客戶滿意度之間存在重要關(guān)系。方法根據(jù)馬來西亞旅游局2010年的記錄，馬來西亞有2,367家酒店，共有53,130,743家酒店客人（國內(nèi)27,534,771人，外國人25,595,972人）。收集所有這些酒店客人的數(shù)據(jù)遠遠超出了本研究的范圍。因此，本研究僅限于在巴生谷運營的酒店。該網(wǎng)站已被選中，因為該地區(qū)有三個著名城市，吉隆坡，普特拉賈亞和雪蘭莪ShahAlam。此外，吉隆坡是馬來西亞的首府，馬來西亞是訪問馬來西亞時必須游客逗留的大都市。本研究采用了一種方便的采樣技術(shù)。由于時間的限制，大多數(shù)問卷由馬來西亞人分發(fā)。從發(fā)放的250份問卷中，只有155份問卷被檢索出來，可以在今后的研究中用于進一步的分析。62%的反應率被認為是高的。問卷調(diào)查發(fā)展Mohsin和Lockyer（2010）調(diào)整了酒店服務質(zhì)量維度（酒店氛圍和員工禮貌，餐飲產(chǎn)品和服務質(zhì)量，員工許可和知識，預訂服務和總體價值）的工具，而用于衡量客戶滿意度的儀器已經(jīng)從Kandampully和Suhartanto（2000）進行了改編。五點Likert量表用于衡量維度結(jié)構(gòu)的不同類別：酒店氛圍和員工氛圍，食品和飲料產(chǎn)品和服務質(zhì)量，員工介紹和知識，預訂服務和整體物有所值（1更糟糕;5好多了）；和客戶滿意度（1強烈不滿意;5強烈滿意）。數(shù)據(jù)分析人口統(tǒng)計信息大部分受訪者(53%)。年齡從26歲到35歲，受訪者最少(1%)超過60.受訪者包括男性48%,女性52%。當?shù)厝苏?0%的受訪者。從五星級酒店，四星級酒店，三星級酒店和廉價酒店四大酒店類別中，50%的受訪者從問卷調(diào)查表中選出五星級酒店。其次是根據(jù)類別列出的酒店。這可能是由于90%的受訪者報告了大學或大學背景，而中學則為9%,小學為1%。職位較高的人選擇五星級酒店。住在酒店的目的是以旅游和假期為中心，為51%。這與提供的其他理由相反，其中大會和公約為37%,商務旅行為12%。因子分析使用主成分分析進行探索性因素分析，用于確定酒店服務質(zhì)量的維度。在因子分析中，僅保留特征值大于1的因子。如表1所示，大多數(shù)物品被適當?shù)丶虞d到其相應的尺寸中，因子載荷大于0.5。因此，酒店服務質(zhì)量儀器的五維結(jié)構(gòu)是可以接受的(Nunnally&Bernstein,1994)?；貧w分析如表2所示，回歸分析結(jié)果表明，服務質(zhì)量維度(酒店氛圍和員工禮貌，餐飲產(chǎn)品和服務質(zhì)量，員工介紹和知識，預訂服務和總體物有所值)之間存在顯著的相關(guān)性和客戶滿意度。數(shù)據(jù)很重要，因此支持H1-H5。表1服務質(zhì)量和客戶滿意度因子分析。表2回歸分析。結(jié)論和研究意義本研究的目的是調(diào)查馬來西亞酒店業(yè)服務質(zhì)量與客戶滿意度之間的關(guān)系。一般來說，馬來西亞的酒店客人對國內(nèi)酒店行業(yè)的服務質(zhì)量感到滿意。雖然酒店客人對酒店服務的質(zhì)量感到滿意，但酒店管理人員吸引客戶的方式仍有改進的空間，特別是讓客人回訪他們的酒店。在這種情況下，某些方面需要改進，特別是在酒店氛圍和工作人員禮貌方面。為了進一步提升酒店服務質(zhì)素，其他關(guān)鍵因素是員工介紹和知識，食品飲料產(chǎn)品和服務質(zhì)量以及預訂服務需要改進。這項研究是與Weinstein和Pohlman(1998)和NasutionandMavondo(2008)一致，他們的研究發(fā)現(xiàn)，為了提供卓越的客戶價值，酒店管理層需要通過提供最優(yōu)惠的價格，最好的質(zhì)量和優(yōu)質(zhì)的服務來實現(xiàn)價值生產(chǎn)實體的方法。如Silverman和GroverC1995),Mohsin和Lockyer(2010)所述，如果客戶認識到服務質(zhì)量是好的，它不會對質(zhì)量感知產(chǎn)生直接的影響。同樣，McDougall和Leveque(2000),Spiteri和Dion(2004),Nasution和Mavondo(2008)也表示，企業(yè)成功的關(guān)鍵考慮是滿足客戶的期望和期望。有趣的是， Baker和Crompton(2000)，Patterson和Spreng(1997)，Oh(1999)和Petrick(2002)都指出，如果客戶滿意，就會傾向于傳播他們的滿意度，并重復購買將會增加(Caruana，2002;Nasution&Mavondo,2008)。為了提供滿足客戶期望的服務質(zhì)量，酒店管理者需要確定目標群體，以便能夠發(fā)現(xiàn)需要改進的服務領(lǐng)域(Barsky,1996;Su,2004;Ladhari,2009)。簡單地詢問客戶的需求和需求基本上是一個比較容易的方式來發(fā)現(xiàn)自己的偏好(Gundersonetal。,1996;Su,2004)。因此，酒店管理者已經(jīng)準備充分，意識到酒店員工在向酒店客人提供服務方面發(fā)揮重要作用。因此，酒店經(jīng)理應強調(diào)提升酒店客人的情感，并致力于與客人保持關(guān)系。鼓勵培訓和提升員工技能，發(fā)展他們面對全球市場的能力。ServiceQualityDimensionandCustomerSatisfaction:AnEmpiricalStudyintheMalaysianHotelIndustryThepurposeofthisstudyistoexaminetherelationshipbetweentheservicequalitydimensionandcustomersatisfactionintheMalaysianhotelindustry.Anonprobabilitysamplingtechniquewithaconvenientsamplingapproachhasbeenusedinthisstudy.RespondentshavebeenrestrictedtothosewhohavetheexperienceofstayinginhotelsinMalaysia.Themajorityofthehotelcustomersweresatisfiedwiththeoverallqualityoftheserviceprovidedbytheirhotels.Thefindingssuggestthatservicequalitydimensionmakesasignificantcontributiontothepredictionofcustomersatisfaction.KEYWORDSservicequality,customersatisfaction,hotel,MalaysiaINTRODUCTIONMalaysiaisoneofthemostpopulartraveldestinationsintheAssociationofSoutheastAsianNations(ASEAN)region,andreceivedapproximately23.6millioninternationaltouristsin2009,anincreaseofapproximately7%overthepreviousyears(MarketR,2012).Travelandtouristactivitiesescalatedandyieldedprofitsof33.6billionintheyear2007.Inthatyear,tourismindustryinMalaysiaisestimatedtohaverisenby4.5%,andthisfigureislikelytogrowby6.6%yearly.MarketRforecaststhatin2012,internationaltouristarrivalsinMalaysiawillgrowataCAGRofapproximately8%duringtheforecastperiod(2011-2013)andtourismreceiptsfromoverseastouristsarealsoexpectedtoriseataCAGRofapproximately8%duringthesameperiod.Ithasbeenforecastthatintheyears2011-2013,touristsfromtheASEANcountries,suchasfromChina,India,andtheMiddleEast,willvisitMalaysiaingrowingnumbers.TheMalaysiantourismindustrywillcontinuetogrowrapidlyinthecomingyearsduetotheever-increasingpromotionalactivitiesofthegovernmentandthegrowingreputationofthecountryasashoppingcenter(MarketR,2012).Therearemanyreasonsforpeopletotravel,includingwork-relatedtravel,visitingfamilyandfriends,andvacations.Socialization,enjoyment,andhistoricalappreciationareamongthebenefitsthatcanbegainedbypeopleonvacation,perhapsbyattendingalocalfestival(Liang,Illum,&Shu,2008).AsRamanathanandRamanathan(2011)haveclassified“valueformoney”asaninfluencingfactorofcustomers,futurechoicebehavior.Similarly,MattilaandO,Neill(2003)havefoundpriceasasignificantpre-dictorofoverallguestsatisfactionandconfirmedtheexistenceofservicequalityandguestsatisfactioninenhancingthebehavioroftouristcustom-ers(Gallarza&Saura,2006).Therefore,theobjectiveofthisstudyistoinvestigatetherelationshipbetweentheservicequalitydimensionandcustomersatisfactionintheMalaysianhotelindustry.Therefore,theobjec-tiveofthisstudyistoinvestigatetherelationshipbetweentheservicequalitydimensionandcustomersatisfactionintheMalaysianhotelindustry.LITERATUREREVIEWServiceQualityintheHotelIndustryInmeasuringservicequality,thebest-knownmodelthathasbeenusedformanystudiesistheSERVQUALmodel.Themodelgivesemphasistocom-parativedifferentiationintermsoftheservicequalitywithrespecttothecustomerserviceexpectationsandperceptions,ascustomersassesstheactualperformanceoftheserviceobtainedwithinastipulatedtime(Parasuraman,Zeithaml,&Berry,1985,1991,1994;Nasution&Mavondo,2008).ThegapbetweencustomerperceptionsandcustomerexpectationsofservicequalityhasbeenappliedintheSERVQUALmodel.Theresultsdeter-minetheperceivedservicequality.Thesmallerthegap,thegreatertheincreasecustomer,ssatisfactionwiththeservicequality(Parasuramanetal.,1985).Basically,differencesarisewhenthereisaconflictofinterestintheservicedeliveryperceptionbetweenmanagersandthecustomers.Formanagers,thebusinessproducttobedeliveredtocustomersisconsideredcustomervalue.Whereasforthecustomers,valueisderivedwhentheyaresatisfiedwiththeservicestheyhaveexperienced(Parasuramanetal.,1985,1988;Nasution&Mavondo,2008).OpponentsoftheSERVQUALmodelmentionseveralflawsrelatedtothismodelintermsofthemethodologicalandmeasurementaspects.Insteadofperformingmeasurementsbasedonthefive-dimensionalconstruct,themodelactuallyfocusesontheunidimen-sionalconstructonly.Forexample,Carman(1990)suggestedthattheSERVQUALbemodifiedbychangingtheitemwordingoraddingitems.TheSERVQUALdimensionsstabilityarealsoconsideredvague,insufficientinmeetingtheservicequalitymeasurementrequirement,andnotentirelygeneric.Forthehotelindustry,KandampullyandSuhartanto(2000),GettyandThompson(1994),andWilkins,Merrilees,andHerington(2007)havedevel-opedLODGQUAL,whichusesrelateddimensionsfromSERVQUALtoderiva-tivetargetedapplicationsforhotelindustry.Therearetwodimensionsthathavebeenidentifiedasgeneric:reliabilityandtangibles.TheLodgingQualityIndex(LQI),whichconsistsoftangibility,responsiveness,reliability,commu-nication,andconfidencehasbeenconstructedforthisnewmodel(Getty&Getty,2003;Ladhari,2009).Salazar,Costa,andRita(2010)havemodifiedtheSERVQUALmodeltodealwithhotelsbydevelopingtheirHOLSERVscale.Itspurposeistodeterminetheservicequalitydimensionsonhospitality.Theitemsthathavebeenidentifiedareresponsiveness,empathy,andconfidence,allofwhicharelinkedtothestaffattributes.Similarly,Mei,Dean,andWhite(1999)andLadhari(2009)introducednewcriteriawhenusingHOLSERV;theseareemployeereliabilityandothertangiblestomeasuretheservicequalityspecificallyinthehotelindustry.CustomerSatisfactionLikeservicequality,customersatisfactionhasbecomeveryimportant.Customersatisfactioncanbemeasuredasthepricesorvaluesthatareimportantfactorsinfluencingandassistingthedevelopmentofsatisfaction(Getty&Thompson,1994).Excellentqualityofserviceandhighcustomersatisfactionarethemostimportantchallengesfacingtheserviceindustry(Hung,Huang,&Chen,2003).Previousstudieshaveshownthatfortoday,shospitalityenvironment,thetruemeasureofacompany,ssuccessliesinitsabilitytosatisfycustomer,sneedscontinuallyandconsistently.Resultsshowthatcustomershavebecomeincreasinglymoredemandingoverthevalueformoneyintermsofboththepriceandthequalityofproduct/servicebeingoffered.Inthechallengingandhighlycompetitivehospitalityindustry,everyorganizationisforcedtorunitsbusinessinthemosteffec-tiveandefficientmannerpossible,andonlythiscanensurethesuccessinthemarketthatthebusinessisentering(Gabbie&O,Neill,1996).Offeringservicesthatcustomerspreferisobviouslyavitalbasisforgain-ingcustomersatisfaction.Theeasiestwaytodiscovercustomerneedsissimplytoaskwhatservicesarewanted(Su,2004;Gunderson,Heide,&Olsson,1996).Thereisclearevidenceofastrategiclinkbetweencustomersatisfac-tionandcompanyperformance(Robinot&Giannelloni,2010;Anderson&Fornell,1994).Thus,greatervaluedeliveranceisconsideredakeyfactorinbusinesssuccess(McDougall&Leveque,2000;Spiteri&Dion,2004;Nasution&Mavondo,2008).Also,WeinsteinandPohlman(1988)laystressontheimportanceforthehoteltodeliveroutstandingcustomervalue,especiallybyprovidingthebestservice,thelowestpricesandthebestqualityforthebusinesstobevalue-producingentity.Thepurposeofmanagingcustomersatisfactionistoattainahighercustomerretentionrateandboostthecompany,sprofitsandmarketshare(Gilbert&Horsnell,1998).However,acustomerwhohasundergonebothgoodandbadexperiencesinthesameareaislikelytobemoreattentivetotheirqualityandmaythereforeevaluatethemasa“key”attributes(Robinot&Giannelloni,2010).PoonandLow,(2005)pointedoutthatcustomersatisfactionisbasedonhospitality,accommodation,foodandbeverage,recreationandentertain-ment,supplementaryservices,securityandsafety,innovationandvalue-addedservices,transportation,location,andappearance,aswellasonthemorebasicconcernsofpricingandpayment.Todifferentiatehotelservicesbetweengoodperformancethatdeservestogetcomplimentsorbadperfor-mancebyreceivedcomplaints,CadotteandTurgeon(1988)categorizedfouritemsintoaclassificationmodelthatincludescriticals,satisfiers,dissatisfiers,andneutrals(SeealsoRamanathan&Ramanathan,2011).Thereisahightendencyforthecriticalattributestoreceivecomplimentsforgoodperformanceandviceversa.Foodqualityandroomquietnessfallwithinthiscat-egory.Thus,criticaltraitsatthesametimeprovideopportunitiesandthreatsforthemanagement.Satisfiersrefertotheattributeswhereguestswillgivecomplimentsforanextraordinarygoodperformance.Loworaverageperfor-mancewillnormallynotaffectguestdissatisfaction,ifitrelatesonlytothemaintenanceofthehotellobbyortheamountoffoodintherestaurant.Hotelservicequalitiesandphysicalaspectscanhavefavorableimpactoncustomersatisfaction(Ekinci,Dawes,&Massey,2008;Ramanathan&Ramanathan,2011).Itisgenerallyacknowledgedthatservicequalityisante-cedenttocustomersatisfaction(Cronin&Taylor,1992;Teas,1994;Wilkinsetal.,2007).HypothesisDevelopmentTherearefivedimensionsconstructedherefrompriorstudiesregardingthehotelserviceindustry(Mohsin&Lockyer,2010).Thefivedimensionsarehotelambienceandstaffcourtesy,foodandbeverageproductandservicequality,staffpresentationandknowledge,reservationservices,andoverallvalueformoney.Theconceptualframeworkthatmeasurestherelationshipbetweenservicequalityandcustomersatisfactionisestablishedupontheliterature.Inthehotelindustry,customersatisfactionandservicequalityisveryimportant.Thisisthemainchallengefortheindustrytoconfront(Chen,Yang,Lin,&Yeh,2007;Hungetal.,2003).Forexample,inthehotelindustry,Ekincietal.(2008)pointedoutthatboththephysicalandservicequalitiesofahotelhaveapositiveimpactoncustomersatisfaction.Similarly,KandampullyandSuhartanto(2000)foundthatthereisasignificantrelation-shipbetweenservicequalityandcustomersatisfaction.Therefore,thehypothesesforthisstudyaredevelopedas:H1:Thereisasignificantrelationshipbetweenhotelambience,staffcourtesy,andcustomersatisfaction.H2:Thereisasignificantrelationshipbetweenfoodandbeverageprod-uctsandcustomersatisfaction.H3:Thereisasignificantrelationshipbetweenstaffperformanceandknowledgeandcustomersatisfaction.10H4:Thereisasignificantrelationshipbetweenreservationservicesandcustomersatisfaction.H5:Thereisasignificantrelationshipbetweenoverallfinancialvalueandcustomersatisfaction.METHODOLOGYAccordingtoTourismMalaysia'srecordsforyear2010,therewere2,367hotelsinMalaysiaandatotalof53,130,743hotelguests(27,534,771domesticand25,595,972foreign).Accumulatingdatafromallthosehotelguestswasfarbeyondthescopeofthisstudy.Hence,thisstudyhasbeenlimitedtohotelsoperatingintheKlangValley.Thissitehasbeenchosenbecausetherearethreeprominentcitiessituatedinthearea,KualaLumpur,Putrajaya,andShahAlam,Selangor.Furthermore,KualaLumpuristhecapitalcityofMalaysia,ametropoliswheremusttouristsstaywhenvisitingMalaysia.Aconvenientsamplingtechniquewasusedinthisstudy.Mostofthequestion-nairesweredistributedamongMalaysiansduetotimeconstrains.Fromthe250questionnairesthatweredistributed,only155questionnaireswereretrievedandabletobeusedforfurtheranalysisinthisandfutureresearch.Theresponserateof62%isconsideredhigh.QuestionnaireDevelopmentTheinstrumenttomeasurethehotelservicequalitydimension(hotelambi-enceandstaffcourtesy,foodandbeverageproductandservicequality,staffpermissionandknowledge,reservationservices,andoverallvalueofmoney)hasbeenadaptedfromMohsinandLockyer(2010),whiletheinstrumentusedtomeasurecustomersatisfactionhasbeenadaptedfromKandampullyandSuhartanto(2000).Five-pointLikertscaleswereusedtomeasurethedif-ferentcategoriesofthedimensionstructures:hotelambienceandstaffcour-tesy,foodandbeverageproductandservicequality,staffpresentationandknowledge,reservationservices,andoverallvalueformoney(1muchworse;5muchbetter);andcustomersatisfaction(1stronglydissatisfied;5stronglysatisfied).DATAANALYSIS11DemographicInformationThemajorityofrespondents(53%).rangedinagefrom26to35,withthefewestrespondents(1%)over60.Therespondentsconsistedof48%malesand52%females.Localpeoplecomprise90%ofthechosenrespondents.Fromthefourhotelcategories,whicharethefive-starhotels,four-starhotels,three-starhotels,andbudgethotels,50%oftherespondentschoosefive-starhotelsfromthetypeslistedonthequestionnaire.Thiswasfollowedbythehotelslistedaccordingtothecategories.Thismaybeduetothefactthat90%oftherespondentreportedacollegeoruniversitybackgroundcomparedto9%forsecondaryschooland1%forprimaryschool.Thosewhohadhigherjobpositionspreferredfive-starhotels.Thepurposeofstayingatthehotelcenteredontourismandholidays,at51%.Thisisincontrastwithotherrea-sonsprovided,whichwere37%forcongressesandconventionsand12%forbusinesstrips.FactorAnalysisAnexploratoryfactoranalysishasbeenconductedusingprincipalcompo-nentsanalysiswithvarimaxrotationutilizedtodeterminethedimensionsofhotelservicequality.Inthefactoranalysis,onlyfactorswitheigenvaluesgreaterthanonewereretained.AsshowninTable1,mostoftheitemswereproperlyloadedintotheircorrespondingdimensionswithfactorloadingsofgreaterthan0.5.Therefore,thefive-dimensionstructureofhotelservicequalityinstrumentwasacceptable(Nunnally&Bernstein,1994).RegressionAnalysisAsshowninTable2fromregressionanalysis,theresultsshowthattherewassignificantrelationshipbetweenservicequalitydimension(hotelambienceandstaffcourtesy,foodandbeverageproductandservicequality,staffpresentationandknowledge,reservationservices,andoverallvalueformoney)andcustomersatisfaction.Thefiguresaresignificant,thus,H1H5aresupported.FactorAnalysisofServiceQualityandCustomerSatisfactionRegressionAnalysis12CONCLUSIONANDMANAGERIALIMPLICATIONSTheobjectiveofthisstudyhasbeentoinvestigatetherelationshipbetweenservicequalityandcustomersatisfactioninMalaysianhotelindustry.Generally,Malaysianhotelguestsaresatisfiedwiththeservicequalitypro-videdbythecountry,s