Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants
Abstract
:1. Introduction
2. Literature Review
2.1. Adoption of Quality Management and Quality Performance Practices
2.2. Quality Performance Versus Firm Performance
3. Measures and Methods
3.1. Sample and Data Collection
3.2. Measures
3.3. Methodology
4. Results
4.1. Tourism Sector Analysis (Complete Sample)
4.2. Differences Between Hotel and Restaurant Sub-Sectors
5. Results and Discussion
6. Conclusions
Author Contributions
Funding
Conflicts of Interest
References
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Classification | Nº | % | Employees Mean |
HOTELS | |||
Hotels 4 * or more | 141 | 36.15 | 54 |
Hotels less than 4 * | 249 | 63.85 | 31 |
Total | 390 | 100.00 | 39 |
RESTAURANTS | |||
Independent | 117 | 60.62 | 11 |
National, Foreign & Franchise | 76 | 39.38 | 18 |
Total | 193 | 100.00 | 14 |
Typology | Hotels | Employees Mean | |
Independent | 199 | 51.03 | 28 |
National Group | 139 | 35.64 | 46 |
Foreign Group | 36 | 9.23 | 70 |
Franchise | 16 | 4.10 | 52 |
Total | 390 | 100.00 | 39 |
Code | Definition | Mean | Standard Deviation |
---|---|---|---|
Quality Management Practices—QMPs. [11,29,39,49,50,51,52,53,54,55,56] | |||
QMP1 | The management is committed to the quality of the product and service. | 6.22 | 1.19 |
QMP2 | Current and future client needs are known. | 5.77 | 1.23 |
QMP3 | The company works with clients to improve the product/service. | 5.86 | 1.39 |
QMP4 | The company works with suppliers to improve the product. | 5.75 | 1.31 |
QMP5 | All staff is involved in the creation of the product /service. | 5.73 | 1.48 |
QMP6 | Improvements have been identified in the process of service provision. | 5.80 | 1.29 |
QMP7 | Goal achievement control is conducted, and variations are amended. | 5.87 | 1.34 |
QMP8 | There is a quality culture with a focus on continuous improvement. | 5.88 | 1.34 |
Quality Performance—QP. [8,12,18,29,31,32,57,58,59] | |||
QP1 | The global service quality has improved. | 5.60 | 1.38 |
QP2 | Employees learn about the functioning of the facilities more rapidly. | 5.45 | 1.54 |
QP3 | Employees are more autonomous in their work. | 5.29 | 1.63 |
QP4 | Clients are more satisfied with the service since complaints have been reduced. | 5.67 | 1.47 |
QP5 | Clients come to our facilities more often than before. | 5.32 | 1.70 |
QP6 | The word of mouth regarding our service quality has attracted new clients. | 5.67 | 1.48 |
Firm Performance—FP. [1,9,13,23,27,39,45,60,61,62,63] | |||
FP1 | Improved market image of the facilities. | 5.68 | 1.47 |
FP2 | Client satisfaction level is greater than among the competition. | 5.60 | 1.36 |
FP3 | Employee satisfaction level is greater than among the competition. | 5.49 | 1.50 |
FP4 | Improved capacity of staying in the market in times of crisis. | 5.54 | 1.42 |
FP5 | Sales have increased more than the competition. | 4.91 | 1.74 |
Dimension | Code | Confirmatory Factor Analysis | Internal Consistency and Reliability Statistics |
---|---|---|---|
Quality Management Practices | QMP1 | 0.79 | Cronbach’s alpha: 0.91 Composite reliability: 0.93 AVE: 0.61 |
QMP2 | 0.71 | ||
QMP3 | 0.79 | ||
QMP4 | 0.76 | ||
QMP5 | 0.74 | ||
QMP6 | 0.84 | ||
QMP7 | 0.80 | ||
QMP8 | 0.83 | ||
Quality Performance | QP1 | 0.72 | Cronbach’s alpha: 0.85 Composite reliability: 0.89 AVE: 0.57 |
QP2 | 0.77 | ||
QP3 | 0.73 | ||
QP4 | 0.80 | ||
QP5 | 0.76 | ||
QP6 | 0.75 | ||
Firm Performance | FP1 | 0.83 | Cronbach’s alpha: 0.88 Composite reliability: 0.92 AVE: 0.69 |
FP2 | 0.90 | ||
FP3 | 0.87 | ||
FP4 | 0.85 | ||
FP5 | 0.70 |
QMP | QP | FP | |
QMP | 0.78 | ||
QP | 0.63 ** | 0.76 | |
FP | 0.58 ** | 0.57 ** | 0.83 |
Assessment Item | Values | Ideal Value |
---|---|---|
X2—(chi-squared) * | 422.24 | |
X2/df—(normed chi-squared) | 2.81 | <3 |
BB-NNFI—(Bentler-Bonett non-normed fit index) | 0.84 | >0.9 |
CFI—(comparative fit index) | 0.89 | >0.9 |
RMSEA—(root mean square error of approximation) | 0.06 | <0.08 |
QMP→QP | QP→FP | |
---|---|---|
∆x2 | 4.905 | 1.007 |
p-value | 0.026 | 0.315 |
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Bagur-Femenías, L.; Perramon, J.; Oliveras-Villanueva, M. Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants. Sustainability 2019, 11, 872. https://doi.org/10.3390/su11030872
Bagur-Femenías L, Perramon J, Oliveras-Villanueva M. Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants. Sustainability. 2019; 11(3):872. https://doi.org/10.3390/su11030872
Chicago/Turabian StyleBagur-Femenías, Llorenç, Jordi Perramon, and Marc Oliveras-Villanueva. 2019. "Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants" Sustainability 11, no. 3: 872. https://doi.org/10.3390/su11030872
APA StyleBagur-Femenías, L., Perramon, J., & Oliveras-Villanueva, M. (2019). Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants. Sustainability, 11(3), 872. https://doi.org/10.3390/su11030872