پیش بینی آموزش خدمات مشتری در شرکت های مهمان نوازی

Small hospitality firms have a reluctance to embrace business improvement activities in general and customer service training in particular. In a survey of 255 hospitality firms, this study investigated a range of predictors for owner–managers to adopt specific customer service training activities, in a series of regression equations. It was found that, in general, those firms that placed more importance on customer service training were willing to take up more training activity. In addition, it was found that predictors for specific customer service training activities, such as benchmarking best practice or mystery shopping, varied between types of activity and with a general intention to consider customer service training.

There is a widespread recognition that small service oriented firms, such as those in the hospitality sector, are reluctant to invest in training initiatives (e.g., Lashley and Rowson, 2003 and Beeton and Graetz, 2001). Despite calls for better approaches to improving small firm management generally (e.g., Down, 1999), there remains a general lack of understanding of the limited uptake of business improvement activities by owner–managers (Jameson, 2000 and Johnson, 2002). This is the case even though, as Massey (2004) suggests, training in the small to medium enterprise sector is a huge investment in training by governments around the world. Thomson and Gray (1999) report that participation rates in government sponsored business initiatives still remains very low. Furthermore, Morrisson and Bergin-Seers (2002) argue that there is, worldwide, a market failure in the inability of small firm owner–managers to be engaged in business improvement initiatives. Consequently, researchers have argued for a more sophisticated understanding of the owner–manager's disposition, means and organisation of learning (Morrisson and Bergin-Seers, 2002). Determining firm behaviours and attitudes toward business improvement in general, and customer service improvement activities in particular is the first step toward developing more suitable customer service improvement tools for the sector. This project aimed to provide insights into the attitudes of owner–managers of hospitality firms toward training, business orientation and organisational factors that might lead to greater training activity. In particular, we explore how these three sets of variables relate to customer service training outcomes (see Fig. 1). We first outline, in a brief literature review, some of the previous research into training within small hospitality firms. This discussion is followed by the results of an empirical study that explored the drivers of customer service training/information within small hospitality firms. Full-size image (14 K) Fig. 1. Model of drivers of customer service training in hospitality firms.