Tourism Regulatory

Authority

Willis Ondiek
 The role of Quality
Workforce on Service
Delivery / Impact of HR on
Sector Performance

Willis Ondiek
Service Quality
• Quality

• Service Quality

• Service Quality Framework/ QMS

• Quality Workforce and Impact/

Importance
What is Quality
• ATTRIBUTES are used to describe QUALITY…
examples:
• Beauty,
• Goodness,
• Freshness,
• Expensiveness etc

• Because different people perceive these

attributes differently, the use of attributes to
describe quality
• is IMPRECISE.

• Quality therefore needs to be defined.

 Quality and, Service Quality
• Quality Defined/ Aspects and Components
– Degree of Excellence
– Class/grade
– Character/ finesse
– Timbre
• Functional Quality – meeting stated and
implied requirements (standards)
• Functional quality implemented as known
services; administered through set
procedure and can be verified/ monitored
• Functional Quality underpins Service quality
(Can be learnt and managed)
 Service Quality Framework/ QMS
• QMS –set of processes, requirements,
intensions (plans) and actions that deliver
and maintain quality service(s)

• Quality (of product or service) we decide as

a person/ management/ destination.

• Basic principles anchoring QMS: leadership,

resources, championship (organization),
processes, products (and
services),commitment (to this via monitoring
and continuous improvement)

• Drivers are staff (HR) who are competent

 Quality Workforce and Impact/ Importance
• Quality Workforce – competent (skilled and knowledgeable,
has the right attitude and value system);

• Attributes/ Benefits of:

– Knows and aware of services and delivery processes
– Readily defines service quality (analytical)
– Can monitor and improve service quality
– (Over 20 benefits);

• How (to get/ have and maintain) Quality HR: -

– Right Entry behaviour & training (recognized),
mentorship/coaching; benchmarking, exchange programme;
self-improvement;
– Policies, Strategy, QMS and Operation Instruments & Tools,
Performance and Systems Appraisal and Improvement ;

• Track and set minimum bars f(levels) or Personal (staff) and

Organizational Service Quality levels
Questions

Thank You
 The Concept of Quality
Standards in Hospitality
sub-sectors - Best
Practices

Willis Ondiek
What is Quality?
• ATTRIBUTES are used to describe QUALITY…
examples:
• Beauty,
• Goodness,
• Freshness,
• Expensiveness etc

• Because different people perceive these attributes

differently, the use of attributes to describe quality

is IMPRECISE.

• Quality therefore needs to be defined.

Specific Elements and Aspects that are measurable

from FUNCTIONAL context
Quality and, Service Quality
• Quality Defined/ Aspects and Components
– Degree of Excellence
– Class/grade
– Character/ finesse
– Timbre

• Functional Quality – meeting stated and

implied requirements (standards)
• Functional quality implemented as known
services; administered through set (and
documented) procedure
• Functional Quality underpins Service quality
(Can be learnt and managed)
 Quality Vs Standards
• Quality Vs Standards
• Standards – a set of elements defining quality of a product or
service (mutually agreed/ arrived at after consensus)
• QUALITY STANDARD (parts, attributes/ features, purpose/ ops)

• Example – Conference Package (Service)

– Elements to look for are:
• Basic Provisions to facilitate conference (writing materials to
teleconferencing)
• Room and seating space (suitability to number)
• Furniture and furnishings (suitability of tables and chairs for purpose)
• Climate (right temperature levels and ability to change it – AC)
• Ambience and Aesthetics (theme and its conformity
• Acoustic and sound management
• Ancillary Services photography and video coverage services

• Bottled Water (Product)

– Elements to look for may include:
• Taste (pH, mineral levels etc)
• Health (minerals and their impact
• Packaging (seal, safety, branding and aesthetics)
• Specifications (existence and quality mark) etc
 Best Practices
• Mandate (, goals & Objectives)
– Mission (Why do you exist, Why should you be
allowed to be, What is unique)
– Objectives (with 360 degree business perspective)
–
• Product,
• QMS,
• Human Resource,
• Market & Marketing,
• Cultural diversity in reach & impact,
• CSR
– Clear & noble dream – ethical and standard
practices

• Corporate Governance & Organization

Management System
– Board
– Management
– Operative
 Best Practices… Cont’d
• Sustainability Practices
– Customer
– Commerce
– Community & Culture
– Conservation
• Go green/ Eco-friendly
– Energy Efficient
– Use Solar
– Use Wind
• Waste Management (Policy/ Practices)
– Prevent,
– Recycle,
– Reuse
– Recover
– Dispose (Wisely, Safely &Economically)
• Corporate Social Responsibility
– Education (Sponsorships, building schools etc)
– Health (health centres, medical camps, sponsor needy case etc)
– Humanitarian (intervention missions during disaster)
– Enterprise empowering
– Environment (Conservation & Preservation)
 Best Practices … Cont’d
• Human Resource
– Employ on merit
– Core Competence of Professionals
• Communication
• Decision/ Judgment
• Team work/ player
• Logical in view/ approach to issues (can learn or mentor)
• Able and Sensitive to saving or handling nature/ culture
• Enterprises
• Shares competence/ specialization
• Patriotic
– Training Regularly (at least 7-10 days/ yr)
– Coaching/ Mentorship using top notch
– Recognition & Motivation schemes
– Benchmarking & Exchange programmes
– Monitoring, Audits (Own, 2nd & 3rd parties)
• Industrial Labour Relations
 Best Practices … Cont’d
• Universal standards conformance
& compliance
• Universally Competitive
– Quality/Pricing
– Comparative advantage
– Competitive advantage
• Disaster Management
System/Strategy
– Plan
– Prevent (Processes, Insure, Train etc)
– Respond
– Restore/ Recover
– Communication*
• Quality Management System
 Importance of Standards in Hospitality
• Destination Level:
– Universality of quality (standards) – is the
currency and a common language
– Global nature of tourism
– Competitiveness (position of the
destination and, competitive &
comparative advantage)
• At organizational level:
– Quality,
– Earnings and profitability,
– Sustainability (continued existence and
growth),
– Staff motivation and high moral
– Recognition etc
 How Quality Standards are Operationalized
• Basic principles/ Requirements (QMS):
• Leadership- resources, prudent direction,
inspiration, foresight, judiciousness, humility;
• Products (and services) – clearly discerned
and standards/ elements defining quality set;
• Processes – clear and easy to follow, tested
and delivers intended outcome
• Championship, coordination (organization) -
assigned, competent and motivated;
• Commitment (to this via monitoring and
continuous improvement) – correct tools,
correct aspects that define quality/
improvement
 How Quality Standards are Operationalized
• Set a Team to Champion
• Note/ Know Services in each
functional area
• Define and document Service process
(procedures) and measures defining
quality or success
• Develop basic monitoring tools and
implementation plans
• Undertake audit, monitoring and
reporting
Questions

Thank You
The Impact of Human
Resource on Service
Delivery

Willis Ondiek
HR and Service Delivery
• Quality

• HR in Service Quality

• Objectives of Service Quality

• Gaps in Service Quality

• Managing Services Delivery Gaps

(QMS)
What is Quality?
• ATTRIBUTES are used to describe QUALITY…
examples:
• Beauty,
• Goodness,
• Freshness,
• Expensiveness etc

• Because different people perceive these attributes

differently, the use of attributes to describe quality

is IMPRECISE.

• Quality therefore needs to be defined.

Specific Elements and Aspects that are measurable

from FUNCTIONAL context
Quality and, Service Quality
• Quality Defined/ Aspects and Components
– Degree of Excellence
– Class/grade
– Character/ finesse
– Timbre

• Functional Quality – meeting stated and

implied requirements (standards)
• Functional quality implemented as known
services; administered through set
procedure
• Functional Quality underpins Service quality
(Can be learnt and managed)
 HR in Service Quality
Determinants (in order of importance):

• Reliability • Perceptions of
• Responsiveness service quality
• Assurance • Competence
• Empathy • Access
(understanding) • Courtesy
• Tangibles Communication
• Credibility
• Security
In a perfect world expectation &
perception would be identical
• Customers expectations are the
standards or the reference points for
performance against which the
service experiences are compared.

• The sources of customer expectations

consists of –pricing advertising and
sales promises as well as innate
personal need, word of mouth
communications, and competitive
offerings.
Objectives of Service Quality vs HR

Quality Being RIGHT

Speed Being FAST

Dependability Being ON TIME

Flexibility Being ABLE TO CHANGE

Cost Being PRODUCTIVE

• It takes HR to be or do these
 Gaps in Service Quality vs Role of HR
• Provider gap 1-not knowing what customers
expect

• Provider gap 2-not selecting the right service

design and standards

• Provider gap 3-not delivering to service

standards

• Provider gap 4-not matching performances to

promises

• Customer perception

Note: It takes HR’s competence to execute or

manage each gap
 Key factors Leading to Provider Gap1
Customer Expectations

1. Inadequate marketing research orientation-insufficient

marketing research, research not focused on service quality,
inadequate use of market research
2. Lack of upward communication-lack of interaction between
management and customer; insufficient communication
between contact personnel and top management, too many
layers between contact personnel and top management.
3. Insufficient relationship focus-lack of market segmentation,
focus on transaction rather than relationship; focus on new
customers
4. Inadequate service recovery

Customer perception
 Key factors Leading to Provider Gap-2
Customer-driven service
designs and standards

Poor service design- unsystematic process vague,

undefined service designs
Absence of customer –defined standards-absence
of process management to focus on customer
requirements, absence of formal process for setting
service quality goals
Inappropriate physical evidence and service-scape

Management perception
of customer expectation
 Key factors Leading to Provider Gap-3
not delivering to service standards

Service Delivery

Deficiency in human resource policies-ineffective recruitment; role

ambiguity and role conflict; poor employee-technology job fit;
inappropriate evaluation and compensation systems, lack of
empowerment, perceived control and teamwork
Failure to match demand and supply-inappropriate customer mix
Customers not fulfilling roles
Problems with service intermediaries

Customer-driven service
designs and standards
 Key factors Leading to Provider Gap-4

Service Delivery

Lack of integrated services marketing communications

Ineffective management of customer expectations
Over promising-in advertising, personal selling, over
promising through physical evidence cues
Inadequate horizontal communications-insufficient
communication between sales and operations, advertising
and operations.

External communication to
customers
Managing Services Delivery Gaps (QMS)
• Quality Control • Principle
• Leadership &
Tools Commitment (commit
resources)
– Fishbone (Ishikawa)
• Involve staff at all levels
– Checklist
– Graph & Chart
• Create framework & team
to champion quality
– Pareto Diagram
• Train & motivate
– Histogram recognize and celebrate
– Line graph success) continuously
– Flow Chart • Monitor, benchmark,
document & improve
• SOPs • Operations/ Activities:
(Service realization process - – Set/ Define
Flow Chart) – Have Tools and Analysis
– Monitor
– Analyze
• QMS- TQM/ ISO – Benchmark
(Process) – Improve
Questions

Thank You