Total Quality Management (TQM) is a management strategy that originated in the 1950’s and it has gradually become more popular since the early 1980’s. TQM is a technique whereby management and employees can involve in the continuous improvement of the production of goods and services. It’s mix of quality and management tools targeted at increasing business and reducing losses because of wasteful practices. It is a management philosophy that seeks to integrate all organizational functions to focus on meeting customer needs and organizational goals. It is clear that organizations have to adopt a TQM process and the critical success factors if they’re to attain business excellence (Zairi 2002). During the last ten years, a substantial number of hospitality companies have embraced the concepts of TQM (Cannon 2002). As service expectations of customers and prospective customers have escalated, hospitality businesses have realized the implementation of quality processes to be a vital competitive component (Cannon 2002). Total quality management (TQM) continues to be evolving in the hotel sector since quality assurance was introduced in the 1980s (Breiter et al 1995). However, many hotels are still struggling to reach a real understanding of what is meant by total quality management (Breiter et al 1995). Hotels with successful quality assurance systems report improvement in employee satisfaction, customer satisfaction, profit margins and operational costs savings, relative to their counterparts with less successful quality assurance (Yasin and Zimmerer 1995)..
This study involves a research on the critical success factors (CSFs) associated with managing a successful total quality management TQM implementation in hospitality industry specific in hotels with a case study in Isfahan 3, 4, 5 star hotels. The extent to which those CSFs to TQM , currently cited in the quality literatures, are perceived as real CFSs by quality managers will be examined, however, this study extents previous works by examining the relationship between these CSFs and the perceived success of TQM. The aim is to better understand the relative role of various CSFs on effective TQM implementation in hotel industry. This should not only be useful to those hotel organizations trying to implement TQM, but also to those which are implementing quality management.
This research leads to better recognition of critical success factors of TQM implementation in hotels which have some advantages to provide better service to customers. The benefits of offer higher service quality have influence on both hotel sector and customers. Some of these advantages are, competitive advantages, management leadership, continues improvement, work development, reduce costs and economic profits, employees satisfaction and increase their working value, staff empowerment and involvement, communication and teamwork, commitment on the different parts of management, customer satisfaction, customer loyalty, and sustainability of organizations.
Source: Luleå University of Technology
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