ABSTRACT
The key issue for hotel management is to deliver what they have said they will deliver. Tangible products and services and employee performance are fundamental elements of successful hotel service delivery. Given the difficulties inherent in service delivery, quality management systems have been developed for the quality management of services. These service quality management systems have been used extensively in hospitality operations. Traditional service quality literature suggests that employee performance is a key determinant of service quality and, thereby, customer satisfaction. Service requirements vary according to the service being purchased; in essence, it is important to communicate an expectation and then ensure that these planned customer expectations are met during the service experiences. Employee reactions to service delivery system failures can be critical, because customers are more likely to pardon a service failure if the fault is acknowledged and quickly corrected.
