Study On The Relationship Among Service Quality Perception Gaps, Role Stress And Employee Satisfaction

With the rapid development of economy and tourism, the hospitality industrycompetition is becoming fierce increasingly. The hospitality industry competition isneither pure market competition, nor the pure talent competition, but the touristmarket and talent together drive the competition. To maintain competitive advantage,the hotel not only must have continuous customers, but also must have highlysatisfied working staff. The managers more play lubrication and decision making role.The most ideal operating state of an organization is, customer need as mainorientation, front-line staff as the fundamental driving force, the manager keeping theright direction, promoting the organization forward development. However, in thecurrent situation of the hotel industry, the service hotel provide is not the customer’swant, while the customer’s most want could not be provided. Facing the customer’sextra requirement, the front-line employee under the stress of customer’srequirements and hotel’s service system and standard will suffer indignities from bothsides and catch in a dilemma, resulting to reduce customer satisfaction and employeesatisfaction.On the basis of previous research results, this paper carried out the followingseries of research along the way of “service quality perception gap”–“role stress “–“employee satisfaction”:(1) The service quality perception gap among customers, managers andfront-line employees. The study found that the quality perception cognition amongthe three groups do exist and the employees’ perception of service quality is moreclose to the customer ‘s perception.(2) The relationship between the service quality perception gaps and role stressand job satisfaction, and the relationship between role stress and job satisfaction.Thisresearch confirmed that the service quality perception gaps negatively effects onemployee satisfaction, positively influence the role stress, and role stress is negativelycorrelated with job satisfaction.(3) The impact of demographic characteristics on the service quality perceptiongaps, role stress and job satisfaction. The study found that demographic characteristics have no effect on employee satisfaction. Compared to the other ages,26-35years old employees’ role ambiguity is stronger; the front-desk staff’s role loadis stronger than the housekeeping and food and beverage staff’s; the role conflict androle improper of the staff with bachelor degree is the strongest among all staff. Thefront-line staff between26-35years old have the biggest perception gap with thecustomer and manager; cognitive gap of the customer over56years old have thebiggest perception gap with the staff and manager; the perception gap between themanagers36-55years old and employees is the maximum. As the whole, the groupswith junior degree have bigger perception gaps with the others, while the groups withbachelor have smaller perception gaps with the others. The housekeeping departmentstaff have the digest perception gap with the manager; the front-desk manager havethe biggest gap with the customer; On the whole, the staff or the manager with longerindustry and organization working time have smaller perception gaps with the othergroups.The study summarized the main conclusions, and put forward the correspondingmanagement recommendations, including strengthening the communication betweenthe managers and front-line staff, actively accepting the good advices; encouragingthe staffs to communication with customers reasonably in the service process;granting the employees proper power to give larger role stress buffer space; trainingand communicating different content with different staff. Finally, this paper expoundsthe limitations, and looks to the future research.