Essay about It Wasn’t War it Was Genocide in Rwanda

It Wasn’t War it Was Genocide in Rwanda Never ending battles have occurred over the past sixty years in Rwanda due to their atrocious economy. It has been the Tutsi and the Hutu, two out of the three ethnic groups in Rwanda, that have been battling for the government spot. As the years went on, the fighting kept getting more brutal. This brutality ended up being an all out massacre in Rwanda from the Hutu. It has been argued whether if the killings were an act of genocide or an act of war. But what are exactly genocide and war, and which one relates to the conflict in Rwanda? Because of the way the Hutu went through with there harsh brutality towards the Tutsi provides enough evidence to prove that the Hutus actions were an act†¦show more content†¦When Belgium brought in colonialism they also brought in the Catholic Church. This irritated the Tutsi and they started to get agitated against Belgium authority. The Tutsi felt that Rwanda was just fine and there didn’t need to be anything changed. Th e negative response towards the new colonial economy and the Catholic Church that the Belgians brought in will end up coming back at the Tutsi. The Belgians saw this negative attitude and because of this attitude from the Tutsi the Belgians switched there support toward the Hutu. Since the Tutsi did not treat the Hutu with much respect in the past years the Hutu could take advantage of this support from the Belgians and payback the Tutsi’s for how they treated them in past years. Along with the Belgians support toward the Hutu came the Hutu Revolution in 1959. It all started with the Belgians getting the Hutu more political positions, getting them into secondary schools, and getting them to just participate in more public life. This scared the Tutsi. The Tutsi, feeling that there power was being jeopardized, decided they had to do something. Feeling that they were in a desperate situation they ended up killing a Hutu sub-chief. The vivid Hutu, feeling that it was time to take a stand, attacked Tutsi officials, who in return attacked the Hutu. This turned into one of many smallShow MoreRelatedA Look at the Rwandan Genocide Essay1014 Words   |  5 Pagesare suffering and have very little hope. Genocide is the only reason. Everything could have been prevented if genocide didn’t exist. The world basically ignored the genocide and pretended like it never happened because they didn’t want to spend the money. Thousands of people could still be alive if the world stepped up at helped the victims of this horrible crime. Rwanda used to be a peaceful country until the Civil war started. Belgium then took over Rwanda and put the Tutsis in charge of the governmentRead MoreThe Genocide And The Rwandan Genocide1256 Words   |  6 PagesIn the year 1994, the Rwandan Genocide took place. During this time, Rwandans were set into two distinctive groups that were at war with each other. He Hutu ethnic majority were determined to remove the Tutsi ethnic minority. In westernized states, many people were not concerned with this because they felt that there was no real connection. The United States, specifically, did not want to engage in what they believed to be â€Å"not their fight†. In 2004, Hotel Rwanda was released and it baffled many westernsRead MoreSimilarities and Differences Between the Conflicts in Sierra Leone and Rwanda 549 Words   |  3 PagesDuring the 1900’s two deadly wars were raging on, the civil war in Sierra Leone and the genocide in Rwanda. The civil war in Sierra Leone beg an in March 1991, while the genocide began in 1994. Combined these two wars killed upward of 1,050,000 people, and affected the lives of all the people that lived there. The conflicts in Sierra Leone and Rwanda occurred for different major reasons, but many little aspects were similar. Politics and Ethnicity were the two main conflicts, but despite the differentRead MoreAnalysis Of The Movie Maria Kizito And Hotel Rwanda Essay1265 Words   |  6 PagesMaria Kizito and Hotel Rwanda are true accounts of two isolated events that took place in Rwanda during a genocide in 1994 where nearly one million innocent people lost their lives. Maria Kizito is a play that focuses mainly on the trial of a catholic nun, Maria Kizito, who was charged and found guilty of promoting and facilitating the murder of seven thousand refugees who sought shelter from Hutu extremist at a local convent (Kizito 178). Whereas Hotel Rwanda focuses on the life of Paul RusesabaginaRead MoreThe World Reacted Toward s The Act Of Genocide Essay1081 Words   |  5 PagesMerriam-Webster dictionary defines genocide as â€Å"the deliberate and systematic destruction of a racial, political, or cultural group† . Killing groups of people based on their religious preference, sexual orientation, and even just for punishment. You might be thinking, what actually causes a person (or leader) to commit genocide? How has the world reacted towards the act of genocide? Finally, what groups have been affected by genocide? Many reasons as to why genocide occurs, it is because a leaderRead MoreU.s. Foreign Policy : The Game Of Plausible Deniability1625 Words   |  7 Pagessection of my paper, the U.S. was spread across the globe in several conflicts. The U.S. had forces in Haiti, Somalia, the Balkans, and the middle East, so when the bloodshed began in Rwanda, the U.S. was not eager to extend it resources to another battle. John Shattuck, Assistant Secretary of State for Human Rights stated, â€Å"Bosnia was in one of its real crisis modes. The Europeans didn’t want to authorize American air strikes for fear that it would endanger troops, and US was not about to authorize anyRead MoreDifference Between Genocide And War1166 Words   |  5 Pagesthere a difference between genocide and war? The idea and concepts of conflict are often misunderstood. To many, any form of conflict is war. War can be defined as a direct violent encounter between two or more opposing parties with a view to gaining access to an object of their mutual interests. It is usually accompanied by the use of weapons such as guns, bows and arrows, machetes, sticks, biological weapons, and weapons of mass destruction. (Insert bibliography #1). Genocide has been described as aRead MoreThe Rwandan Genocide And The Genocide882 Words   |  4 PagesThe Rwandan Genocide was one of the most horrific acts of genocide since the Holocaus t during World War II.   Lasting only one hundred days it claimed the lives of over 800,000 people and had lasting effects on global civilization  to this day. Even though the world had been consumed by many travesties before, the Rwandan Genocide exposed that violent human injustices on a grand scale could still happen regardless of the advancements made within â€Å"global society†. Decades of internal conflict withinRead MoreThe Genocide : A Mass Murder Of People From A Ethnic Group1648 Words   |  7 PagesA genocide is a mass murder of people from a particular ethnic group or nation. The genocide in Rwanda seems to start when the Rwandan president Juvenal Habyarimana, a Hutu, was shot down above Kigali airport in 1994.The political and historical context was handled passably as it showed to an extent how innocent Hutus and Tutsis were being slaughtered. It also mentioned the president being Hutu and Tutsis killed him from his plane, and how the radio announcers were calling Tutsis cockroaches andRead MoreGenocide is a mass killing of a group of people. One genocide that is very well known is the800 Words   |  4 Pages Genocide is a mass killing of a group of people. One genocide that is very well known is the Holocaust. The Jewish civilization was involved with this genocide; they were the victims. They were targeted, treated terribly (beaten, tortured, and killed in a number of ways), and this event has affected them since then and will always have an impact on their lives. One of many genocides to occur happened in Rwanda. It is located in east-central Africa with a population of seven million. There

Capital Punishment And The Death Penalty - 2003 Words

Death Penalty What’s burnt to a crisp and did something illegal? Picture a man sitting in a dark room blindfolded with his legs and hands tied. Two thousand volts of electricity are going into his body. It only takes five seconds for this person to die. He is not a victim. He has received what the American justice system calls the worst punishment that can be given. Yet we find Capital Punishment to still be a controversial topic. Capital punishment is a judicially ordered execution of a prisoner for a serious crime, often called a capital crime. Society has very split views on the death penalty, ranging from inhumane to a person should be held accountable in the most severe way for their crimes against society. There are individuals that†¦show more content†¦Scriptures in the Bible say that death should take place for stealing, killing and rape. There are currently several forms of performing an execution, one of them being lethal injection. Oklahoma became the first state in 1977 to make lethal injection a means of execution. Today 32 states that have the death penalty use this method. When this method is used, the inmate is usually restrained on a stretcher and a member of the execution team places several heart monitors on their skin. Two needles are used, one is a back up and the other is inserted into larger veins, usually in the inmate’s arms. Long tubes connect the needle through a hole in a cement block wall to a few intravenous (I.V.) drip bags. The first step is to start a saline solution that is harmless. Then at the warden’s signal, a curtain is raised allowing the inmate to be seen by witnesses from a viewing room. Then, the inmate is injected with sodium thiopental, an anesthetic, which puts the inmate to sleep. The next drugs given are pavulon, or pancuronium bromide. These drugs paralyze the entire muscle system, which stops the inmate’s breathing. Finally, the flow of potassium chloride stops the heart (Evans, 61). Another form of execution is by using a large quantity of electricity. The person is usually shaved and strapped to a chair with belts that cross their chest, groin, legs, and arms. A metal skullcap-shaped electrode is attached to the scalp and forehead over a

Differences among Corporate, Institutional and Government Procurement Free Essays

The procurement strategies differ greatly in the government, corporate and institutional sectors. First and foremost, there are some key distinctions in the supply chain management (SCM), that is in the â€Å"process-oriented system of purchasing, producing, and delivering product to customers† that includes the complete supply chain, i. e. We will write a custom essay sample on Differences among Corporate, Institutional and Government Procurement or any similar topic only for you Order Now â€Å"demand, supply, manufacturing, transportation and distribution†(1, 2006). Recently the industrial sector has increased the SCM standards with emphasis on speed and turnover of goods. For example, the turnover of inventory in Wal-Mart is approximately 12 hours (2, 2006). The government sector is less efficient in the SCM due to legal, cultural or material complexities, not to mention the bureaucracy that can influence the speed of logistics and supply. However, in the military industry the big contractors and the Pentagon are theoretically able to interact through â€Å"the revolving door†. In practice, it can lead to the conflicts of interests, when the businesses hire government officials with a view to influence the government procurement strategies – for instance, Darleen Druyun’s case, the deputy acquisition chief for the Air Force, hired by Boeing in 2003) (3, 2004). Government purchasing can be more large-scale in terms of allocated funds; however, it complies not only to the matters of immediate financial benefit, but also to the state-level concerns. For example, the Government Purchasing Project by the Center for Responsive Law is regulated by environmentally preferable purchasing policies on the federal, state and local government level (4, 2006). Institutional purchasing faces fewer barriers in the form of formalities and large-scale commitments. Government procurement is an effective process of supplying necessary goods and services because of its holistic quality. The government establishes its own rules in view of the internal and external state policy and economic conditions. This is a flexible procurement process, and if rules were adequate to the demand, it is highly effective. By administering contracts the government agencies can choose the most favourable deal for supplying the required goods and services. However, here is a danger of making rules for their own sake, i. e. bureaucracy. To sum up, the differences between corporate, institutional, and government procurement lie in SCM (turnover speed), purchasing strategies and long-term perspectives, as well as general economic and political context. How to cite Differences among Corporate, Institutional and Government Procurement, Papers

Vocational Education and Training Programs †MyAssignmenthelp.com

Question: Discuss about the Vocational Education and Training Programs. Answer: Introduction In majority of the cases, most of the articles related to the logistics and supply chain management discusses about the future potentiality of the sectors and the current pace of development. However, apart from all of these, there are various issues being faced by the current logistic and supply chain management, which are not discussed extensively. One of these issues is the ageing of the average workforce in the Australian logistics and supply chain management industry. This article is being written by Charles Pauka. According to him, ageing workforce in the logistics and supply chain management industry will have negative impact on the entire industrial process in the long term. This essay will discuss about the effectiveness of this article in relation to the benefits to the logistics and supply chain management of Australia. In order to do so, various other articles will be used in critically analyzing the issue. According to the author, Australia is giving the acute issue of having ageing workforce in place in their logistics and supply chain management sector. According to the reports, the average age of the workforce in logistics and supply chain management in 2001 was 35 to 44 years. However, as per the census of 2017, the average age of the workforce in the same industry is standing at 45 to 54 years (www.tandlnews.com.au, 2018). Thus, the workforce is ageing rapidly and it is reducing the effectiveness and productivity of the logistics and supply chain management sector. This article also discussed about some of the steps being taken by the industry in order to attract more young population in the industry. One of je major steps taken is the initiation of the Youth Jobs Path program by the department of employment, Australia. According to Kulik, Ryan, Harper and George (2014), management of the aging population is one of the major steps for the countries facing the issue of ageing workforce. This is due to the reason that the more effectively population of the country will be managed; the less will be the chance of not having younger workforce in the business sectors. The authors have also stated that it is the responsibility of the government to look after the percentage of the youth population in the country. They should initiated social activities in order to have the favorable younger population in the country. Thus, from this article, it can be concluded that managing the population of the country will help in having younger workforce in all the business sectors. Initiation of the vocational training and education However, on the other hand, there are some authors who have discussed about the importance of the vocational training courses by the government. According to Agrawal (2013), initiation of the effective process of vocational education and training program in the country will help the logistic and supply chain sector to have the supply of the skilled younger workforce. The skill sets of the younger employees are also important to determine due to the reason that in the article written by Charles Pauka, it is discussed that transport companies are not getting interested in recruiting new employees due to the reason that they are not willing to invest in providing training of the new employees and make them as par to the existing older workforce. Moreover, it is also being discussed that majority of the younger workforce is not skilled enough to work in the rapidly changing and challenging environment of the Australian logistic and supply chain management industry. Thus, transport compan ies are not getting the desired level of new employees, which is also contributing in having the ageing workforce in the business sector. Thus, according to the Agrawal (2013), initiation of the vocational education and training particularly in the logistic and supply chin department will help to have equipped, trained and skilled employees to work for in this industry. The more effective and efficient vocational training program, the less will be issue of not having skilled and younger workforce in place. The above sections have discussed about the different initiatives that can be taken in preventing the issue of ageing workforce. Some authors have discussed about the probable implications that can get originated from having ageing workforce. Determination of these implications will help to analyze the importance of implementing the above discussed steps. According to Connell, Nankervis and Burgess (2015), the key challenge that will be faced by the business sectors from having the ageing workforce is the reduction in the gross productivity and effectiveness. This is due to the reason that according to the authors, older employees will have less productivity along with having less speed and swiftness in doing the similar job as the younger employees. Moreover, older employees will take more time to get accustomed to the changing in the business scenario compared to the younger employees. Thus, in the case of the logistic and supply chain management of Australia, having the older empl oyees in place will reduce their effectiveness and it will have negative impact on the entire business scenario of the country. This is due to the fact that logistic and supply chain management is the base of transporting good to and fro for each and every business sector. Conclusion Thus, it can be concluded that the article written by Charles Pauka is beneficial for the entire logistic and supply chain management sector of Australia. This is due to the reason that the issue identified in this article is one of the major issues faced by the Australian logistic sector in the recent time. The entire business scenario will get badly impacted if the issue of ageing workforce cannot get solved. Another identified strength of this article is the discussion of the potential preventive measures being initiated by the government of Australia and the transport companies. Thus, this article helps in identifying the internal issues faced by the Australian logistic industry rather than just concentrating on the external factors faced by them in the current business scenario. Reference Agrawal, T. (2013). Vocational education and training programs (VET): An Asian perspective.Asia-Pacific Journal of Cooperative Education,14(1), 15-26. Connell, J., Nankervis, A., Burgess, J. (2015). The challenges of an ageing workforce: an introduction to the workforce management issues.Labour Industry: a journal of the social and economic relations of work,25(4), 257-264. Kulik, C. T., Ryan, S., Harper, S., George, G. (2014). Aging populations and management.Academy of Management Journal,57(4), 929-935. www.tandlnews.com.au. (2018).www.tandlnews.com.au. Retrieved 25 March 2018, from https://www.tandlnews.com.au/2018/03/23/article/we-need-stronger-pathways-to-transport-industry-careers/

The Idea Of Women In Combat Is Not Unusual Anymore. Essays

The idea of women in combat is not unusual anymore. They should be able to hold combat positions beacause although physical strength matters, the military still needs the intelligence that women can bring. Also, banning women from the combat hurts their military careers. Although women account for only ten percent of the enlisted personnel (Time, 8/21/95/ Pg. 31), they are still a major part in the armed forces. Their performance recently has generated support from Congress and the public for enhancing the role of females in the military. During the Persian Gulf War, women were sent to the Middle East to fly helicopters, service combat jets, refuel tankers, and load laser-guided bombs. Their performance has led the world to realize that women are extremely useful in combat. Defense secretary Dick Chaney said "Women have made a major contribution to this [war] effort. We could not have won without them." Leaders in the field agreed. The Gulf War had the largest deployment of women in the armed forces in history. These women encountered the same risks as the men they served with. Twenty one females lost their lives (Holm, Women in Combat: The New Reality, pg. 67-68). In the Persian Gulf, there were no exact positions and all areas were equally vulnerable, so the idea of safe havens for women was not really applicable. By many armed forces policies, females are banned from combat jobs and units, but in the Persian Gulf War females were assigned to battleships, aircraft carriers, and marine support groups dug into the desert. From their experience in the Persian Gulf, military women have earned the right to be treated as equals with men and not as protected individuals. In spite of their record as able combat personnel, there are laws and policies that restrict women in the United States Military from serving in positions that require them to engage in direct combat. Women in the Air Force and Navy are barred from aircraft and vessels that have a chance to be exposed to combat. The official, established policies of the Army and Marine Corps exclude women from combat (Snyder, pg. 75-76). These policies prohibit women, on the basis of gender only, from over twelve percent of the skill positions and thirty-nine percent of the total positions offered by the Department of Defense. Such policies excluding women from combat need to be repealed by Congress. The Fourteenth Amendment's "Equal Protection Clause" insures every citizen "the equal protection of the laws." Although the clause is not applicable to Federal government, the Supreme Court said the Due Process Clause in the Fifth Amendment prohibits the federal government from making unreasonable classifications. Therefore the set laws and policies that exclude women from combat not only violate the Fifth Amendment, but also deny women their fundamental right to engage and excel in their chosen occupation. There have been many court cases involving women in combat over the years, although there has never been a case directly challenging the constitutionality laws and regulations banning women from combat. In the case of Frontiero vs. Richardson, the court rejected the idea that "man is, or should be, woman's protector or defender," which in actuality, put women not on a pedestal, but in a cage. In Satty vs. Nashville Gas Co., the decision stated that gender does not determine who is able to perform capably as a soldier. In the case of Schlesinger vs. Ballard, it was realized by the Supreme Court that the combat exclusion hinders the abilities of women to gain the experience needed for promotion within the military. The combat exclusion puts women wishing to obtain qualification for high-level positions at a disadvantage, because leadership training is usually acquired in combat-type positions. Although many females are not eager to go into combat, there are women who can and want to do the job. In a time where technology takes over battle lines and brains might be more important than brawn, a reason to exclude women is non-existant. By: Megan Craven, Jennifer Kopper, Stacey Rohrer Sources: Time Magazine, Aug 21, 1991 p.31. Holm, Jeanne, Women in Combat: The New Reality, pg. 67-68. Snyder, Kathy L. "An Equal Right to Fight."

Tituba, the crucible essays

Tituba, the crucible essays Tituba was a native Caribbean slave that Reverend Samuel Parris had brought back with him from one of his crusades. Her personality was hospitable, and she would often sing songs in her native tong, which later would prove to be nothing more than ammo in the deliberations. So far, Titubas involvement in the notorious Salem witch trials is about to become more prevailing in the novel The crucible. Outside of the book I am aware that she was the first person in the village to confess to using witch craft but was forced by reasons not of her own, to confess. It all started with the Reverends daughter Betty and her cousin Abby. Betty began to have symptoms of hallucinations and unfamiliar outburst. In the time of the witch trials all things that might have been considered to be misfortune were viewed as being a direct punishment from God for what ever reason. So having a sick child must have been because of a sin committed by a member of the family, or someone else was bewitching her. I n the book however, Tituba was close to the children and was disheveled by the thought that anyone would believe she ment to hurt them, but never the less the blame was placed upon her and I was on her own accored she chose to save herself and confess, true or not. But what is surprising about this is Tituba knew that they would want to blame her for this, and also knew that there was nothing for her to do about it. What I believe Tituba wanted at this particular time was a chance. For many reasons she might have wanted a chance, a chance to show that she was really innocent qnd not a witch, a chance to find out what was really happening to the girls and lastly a chance to live out the rest of her life, not as a potential witch. ...

Financial Crisis Impacts on the Employees' Motivational Aspects Research Paper

Financial Crisis Impacts on the Employees' Motivational Aspects - Research Paper Example Based on the responses of these employees, who belonged to different levels in the two organizations, the research concluded that there was indeed a lowered morale and motivation during the crisis. The reason for this was lack of resources and tools available to perform work at optimum levels, lack of incentives and motivators, lack of managerial support and fear and insecurity.The research also found that the managers can help alleviate the situation by taking a more dynamic role, making themselves available to the employees, setting clear targets, giving clear directions and guidance for achieving targets, and by showing their support and commitment to the employees. The managers can encourage employees, even when there are no external motivators, by simply showing their concern and by being honest and open with them.The research, therefore, concluded with a list of these recommendations that the organizations can follow in order to keep their employees motivated even during the cr isis.The economic and financial crisis of 2008/9 led to massive changes in the understanding of how business and organizations needed to be run. While there were very drastic implications for all, like job losses, pay cuts and loss of benefits and incentives, there were also several lessons that were learned about people management and work culture. Though the crisis may well have receded, there is widespread unemployment and loss of investor confidence that is dampening any prospects of growth. Employees have been seeing a downturn in their prospects due to non-availability of alternative jobs as well as due to lack of interests that their organization may be showing in retaining them.

Tintern Abbey Essay Example | Topics and Well Written Essays - 1250 words

Tintern Abbey - Essay Example These lines capture in essence the role played by memory in preserving emotion and in poetic expression. Tintern Abbey in particular is imbued with the spirit of these lines and best embodies the role of memory in Wordsworth's poetry. At the onset of the poem Wordsworth declares that five years have elapsed since his visit to this idyllic location. With gentle contentment he allows the sheer beauty of the well remembered and much beloved landscape to sink into his being and permeate his very senses. His detailed description of nature bedecked in all finery transports the reader and one can almost see the "steep and lofty cliffs" and hear the "soft inland murmur" of the flowing water (Wordsworth 112). He becomes nostalgic and is filled with bittersweet remembrances connected to this gorgeous spectacle. Slowly he is lifted up on the wings of memory and he sees himself as the boy he once was and as the man he has become and recollects the eventful time between the two stages of his life. In the said five years, Wordsworth's life had been tumultuous and he bore witness to much suffering, sorrow and pain brought on by the darker side of human nature. He had spent time in France at the time of the French revolution and had been an idealistic supporter of the revolutionaries' cause. However in light of the tide of violence that swept the country and subsequent hostilities between France and Britain he became disillusioned and heartsick and returned to his country. Therefore his return to Tintern Abbey and its idyllic setting is a homecoming of sorts. Spurred by his memory he recollects the pleasurable bond he forged with nature and how it sustained him in trying times and happily looks forward to forging a new bond for the future. Wordsworth describes the profound effect his memory of this location has had on him despite his prolonged absence. Even as he nursed his loneliness in crowded cities and towns, his memories of this picturesque scene eased his fatigued state and rejuvenated his wearied spirit as it filled him with "sensations sweet,/ Felt in the blood, and felt along the heart,/ And passing even into my purer mind,/ With tranquil restoration" (Wordsworth 113). Thus for Wordsworth his memories serve as an opiate for the senses, bruised and battered by a harsh life. He further credits memory for his random acts of kindness. His memories of nature's bounty is like a wellspring of goodness that never runs dry and spurs him on towards achieving a state of perfect morality. Thus pleasant sensations induced by memory are responsible for bringing out all that is pure and true in him. Wordsworth also attributes memory with providing him an insight "into the life of things" (114). Oftentimes he is baffled and bogged down by the thick fog of mystery surrounding the mechanism of the world and thus obscuring his vision of life itself. But he is relieved of this cumbersome burden by memory which allows him to reach deep within himself to find answers and ultimately enlightenment. He is able to shed the trappings of civilization and

Ethics and sustaibanbility Essay Example | Topics and Well Written Essays - 2250 words

Ethics and sustaibanbility - Essay Example Toyota got into a situation wherein disclosure could be damaging to both the company and to its customers. An ethical problem existed wherein a decision has to be made between what is bad and what is good. Toyota is also faced with a decision to act based on legality or efficiency of actions. The first steps in analyzing ethical issues are getting the facts to guide decisions and next are the appeal to values because the facts does not tell us what to do, but values directs us to moral issues of decisions. Documents showed that the Toyota knew of the problem with the sticky pedals in late September but did not issue a recall until late January. Why did they hide it from the public? Was it their intention to continue selling damaged vehicles and let buyers beware and face accidents? There is very little information on the internal events about the damage, who discovered it and other related details. What has been established is that Toyota knew of the damage as early as September of 2009 but made announcements only in late January in 2010. In five months time, there could have been accidents due to faulty breaks that could have been avoided. Individual groups who have important stake in the issue are customers of Toyota; the management and stockholders and the government. Some concerns that got Toyota into a mess, I believe, is the fear for outcome of decisions that would adversely affect Toyota’s operation. Those who will be affected by the first action are the Toyota customers who are facing dangers of accident due to faulty break system. Report said that there are about 2.3 million Toyota vehicles affected by the damage. In the second action, when Toyota announced to public the damage and recall of the cars, those affected are the stockholders and management. Confidence of customers on Toyota is threatened thereby there is a risk of decline of sales. Investors will also lose

Customer Satisfaction at The Plaza Crowne Hotel

Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you Customer Satisfaction at The Plaza Crowne Hotel Customer Satisfaction at The Plaza Crowne Hotel Chapter I Introduction 1.1 Introduction Tourism is frequently and justifiably described as a major phenomenon of modern times. Since 1950 the number of international tourist arrivals worldwide has increased spectacularly, from just 25 million to over 924 million in 2008. Representing an average annual growth of 7 % a year (Sharpley, R., 2004; and WTO – World Tourism Organisation, 2009). International tourism generated US$ 856 billion in 2007, representing 30% of the world’s exports of services for the related year. Under the influence of the recent global economic recession, tourism demand has significantly slowed down in the past few months. Notably in the second half of 2008 growth came to stagnation with the number of international arrivals declining slightly – a trend which is expected to continue in 2009 and probably beyond, if the economy does not show signal of reaction (WTO – World Tourism Organisation, 2009). Regardless of the current actual global recession, it is undeniable the importance of the tourism activity for the world economy, mutual understanding of nations, personal growth and development, just to mention a few benefits that tourism brings in. The hospitality industry, as a segment of the tourism industry, plays a major role in this economic activity (King, 1995). Being accommodation the biggest percentage in tourism expenditure, in average of 34% of the total expenditure per trip (Sharpley, R., 2004). The success of the hospitality industry, relies massively on the quality of the service delivered and customer satisfaction. The index of the measurement of both, quality service and customer satisfaction, will widely influence on occupancy rates, hence, on the profitability of the company (Holloway, JC, 1998; Solomon et al, 2006). Therefore, justifying the need for a reliable model of assessment of customer satisfaction and service quality that would better adapt to the hospitality field, which at present still have a lack of agreement. 1.2 Research Title The measurement of service quality and customer satisfaction in the hospitality industry: a case study of the Plaza Crowne Hotel. 1.3 Research Background For Cardozo (1965), cited by Williams and Uysal (2003), marketing researches in the consumer satisfaction field started in the early 60’s. The subject had a relevant increase in popularity by organisations and researchers only in the 80’s, when organisations, in an attempt to try to keep itselves in the marketplace, started paying substantial attention on customer’s expectations demands. 1.4 Research Aims The aim of this project is to analyse customer satisfaction and service quality measurement, using the SERVQUAL model, within The Plaza Crowne Hotel – Kansas City (USA), based upon the hotel’s own data against the highlighted gaps within the model. 1.5 Research Objectives In order to achieve the specified aim it will be necessary to: Conduct a review of service quality and customer satisfaction; Illustrate The Plaza Crowne Hotel’s current customer satisfaction and service quality measurement model to identify its positive and negative aspects; Conduct an initial diagnosis of the key issues presented in the Crown Plaza data, examining the hotel’s past assessments in order to identify areas of failure; Analyse the SERVQUAL model focusing on the hospitality industry; Identify and critically recommend suitable quality measurement practices to apply within The Plaza Crowne Hotel, if necessary; Chapter II Literature Review 2.1 Introduction To Kotler et al (1996), nowadays companies need to change their view and attitude in the marketplace and adopt a more customer centred philosophy, in order to keep competitive and profitable. Customers are changing their behaviour towards consumption, becoming more challenging to companies to attend their expectations, as they are increasingly aware of their rights, expect more than they used to, and know exactly what they want when purchasing a product or service. This increase in consumers expectation naturally leads to the need of a higher quality in costumer services delivery. Customer satisfaction and quality service became priority for companies worldwide. They are believed to generate repeated business, therefore increased profit margin. The hospitality industry is paying close attention to it. Hampton’s Inn, a well know resort in Florida, has developed a 100% satisfaction guarantee program that promises its customers no charge unless they are completely satisfied. Other companies such as Sheraton Hotels has implemented a employees’ reward system for superior services to guests, the Sheraton Guests Satisfaction System (SGSS). Hilton International has adopted as a primary goal its customers satisfaction with global diversity. Moreover, organisations are increasingly becoming adept of rewarding its employees with bonuses, incentives and salary rise, just to mention a few actions to improve service. (Oh, 1997). Therefore, marketing researchers are constantly developing and improving models of measuring customers satisfaction and quality service. Among many measurement models and theories, this dissertation will focus on the analysis of the 5 Gaps Model developed by Parasuraman, Berry and Zeithaml also called The Servqual Model. 2.2 Defining Service Service is any act or performance that one firm can offer to a costumer, its nature is essentially intangible and does not result in the ownership of anything. The service production may or may not be tied to a physical product (Kotler, P, 2003). Addittionaly, Gronroos (1990) cited by Hsu et al (2001, p.18) defines service as â€Å"an activity or series of activities of more or less intangible nature that normally, but not necessarily, takes place in interactions between the costumer and services employees and/or physical resources or goods and/or systems of the service provider, which are provided as solutions to customer’s problems†. From the consumer’s optic, service is nothing else than the experience lived in the whole process of this transaction (Hsu et al, 2001). Moreover, it was noted that services have four major characteristics that greatly affect the way it is delivered and its marketing programme. Which are: intangibility, inseparability, variability, and perishability (Kotler, 2003). Bellow the four charactecristics are briefly explained in the light of Kotler (2003) and Hsu et al (2001): Intangibility relates to the extent that services cannot be tried in anyway before they are actually purchased and delivered. The only thing that can be done to reduce uncertainty is to look for evidences of service quality; Inseparability is the relation that services are typically produced and consumed simultaneously. The person who provides the service, is actually part of the service purchased, therefore the importance of the interaction of providers and customers; Variability occurs because services depend on who provides, when and where, one experience is never exactly equal the other. As people are the means through service production, personal problems, mood, knowledge of the job and many other factors can interfer and widely vary the service; Perishability means that services cannot be stored as we can do with manufactured products, because services are produced and consumed simultaneously. As an example, in a hotel, a room that was not occupied yesterday, cannot be sold anymore as time does not goes backwards. For Cook (2002) the increased global competition has made many organisations realised that they cannot compete only in price. Therefore companies are developing their own strategy in providing superior customer care to differentiate their products and services. â€Å"Surveys suggest that service-driven companies can charge up to 9 per cent more for the products and services they provide. They grow twice as fast as the average company and have the potential to gain up to 6 per cent market share† (Cook, 2002, p.1). 2.3 Defining customer satisfaction and quality service Peter Drucker cited by Cook (2002, p.1), once said: â€Å"There is only one valid definition of business purpose: to create a customer () an organisation’s ability to remain in business is a function of its competitiveness and its ability to win customers from the competition. The customer is the foundation of the business and keeps it in existence†. Customer satisfaction relates to the personal opinion and result of customers’ assessment of a service based on a comparison of their expectations and actual perceptions of the service delivered (Clark, G.; and Johnston, R., 2005). According to Lancaster et al (2002) from the customer’s point of view, service is judged by the mix of customers’ previous experiences and their perception of the outcome of the service. The service experience is the customer’s direct experience of the service process and concerns the way the customer is dealt with by the service provider. The result for the customer of the service delivered is described by the term service outcome. (Lancaster, G. et al, 2002). â€Å"Service quality is more often used to mean different things. Some managers use the term to mean how the customer is treated. This is perhaps more accurately called quality of service, as opposed to service quality, which can mean the entirety of outcome and experience† (Clark, G.; and Johnston, R., 2005, p.108). Van Looy (et al, 2003) differentiates service quality and customer satisfaction stating that â€Å"service quality is a form of attitude representing a long-run, overall evaluation, whereas satisfaction represents a more short-term, transaction-specific judgement. The level of customer satisfaction is the result of a customer’s comparison of the service quality expected in a given service encounter with perceived service quality. This also means that satisfaction assessments require customer experience while quality does not â€Å"(p.124). 2.4 Benefits of service quality Kotler (1996) has listed many benefits that an organisation enjoys as a prize for delivering service quality. As listed bellow: Retaining customers – high quality builds loyal customers and creates positive word of mouth. Avoidance of price competition – â€Å"the PIMS data show that firms in the top third in quality could charge 5% to 6% higher than those in the bottom third. High quality can help to avoid price competition and help to maximise potential revenue† (p.363). Retention of good employees – employees appreciate working in operations that are well managed and produce quality services and products. When an organisation operates in high quality, it decreases turn over rates, hence, retaining good employees. Additionally, recruiting is easier and training costs are reduced. Reduction of costs – which are divided in three categories of costs: Internal costs are those associated with correcting problems discovered by the firm before the product reaches the costumers; External costs – are associated with errors that the costumers experience; Quality system costs – are costs viewed as investments in the future of the company to ensure that customers return. (Kotler, 1996) 2.5 Benefits of a customer-centred organisation An excellent service provides many benefits to an organisation, Cook (2002) has listed what some of the best-practice organisations have gain on focusing on the customer. â€Å"Differentiate itself from the competition; improve its image in the eyes of the customer; minimise price sensitivity; improve profitability; increase customer satisfaction and retention; achieve a maximum number of advocates for the company; enhance its reputation; ensure products and services are delivered ‘right first time’; improve staff morale; increase employee satisfaction and retention; increase productivity; reduce costs; encourage employee participation; create a reputation for being a caring, customer-oriented company; foster internal customer/supplier relationships; bring about continuous improvements to the operation of the company† ( p.24). 2.6 Importance of customer relationship management (CRM) Customers perceive service quality through everyday aspect of their contact with the company. In improving the quality of its service therefore an organisation needs to develop a strategy bearing in mind all aspects of the relationship with its clients. (Cook, 2002) Customers often do not perceive the service they receive from an organisation as a complete entity. Attention to detail is a key tool of the organisation’s relationship with the customer â€Å"such as an incorrectly addressed letter, a lengthy delay in receiving an e-mail response, a service which turns out to be different to how it was originally advertised, which forms customers’ impressions† (Cook, 2002, p.24). CRM involves managing the customer relationship across all its interfaces with the company as one entire process. A CRM system can help identify sales prospects from existing or potential customer databases. It also can assist with all aspects of the sale and service being provided, eg offering online access to order status and a single view of the customer status when the sale is complete. It can collect information about the customer and the queries that he or she made. It can also monitor customer-usage patterns, so abnormal patterns or a reduction in use can be identified. Hotels systems can store any peculiarity or requests made by guests, such as preferences for smoking or non-smoking rooms, higher or lower floors etc. (Cook, 2002 and Lancaster et al, 2002). Ernst and Young found elements that are essentially important for organisations to build a CRM framework. First basic step is to accumulate systematic knowledge of its markets and costumers. This could be made by complex IT systems, that are designed to store, manager and analyse informations about customer’s value. With this tool organisations can access business informations regard theier costumers, and also predict consumer’s behaviour. Enabling organisations to share informations across departments, and automatically update this informations by tracking loyalty cards costumers, any time they make a purchase or request the company’s service,for example (Cook, 2002). CRM systems helps companies to target theier segments, and also to analyse the information flow throughout the company. Making easier to identify its costumers needs, and more importantly, shows the best way to approach its most profitable clients. The more information a company holds about its costumer’s the best is the knowledge built, as it helps refines consumer segmentation and individual needs. In this particular case, data about costumers life-style is very helpful (Cook, 2002). Selling involves taking a proactive approach towards costumers, rather than a reactive. For instance, hotels can treat their most profitable business guests with special offers on their holidays. To finish the CRM framework, is essential to hold a service, providing an after-sales which should be measured to individual needs (Cook, 2002). 2.7 Importance of performance measurement and a programme development â€Å"You cannot manage what you can not measure† (Kelvin Anon, www.dti.gov.uk/quality/performance). According to Cook (2002) and Williams (2002) managers braves the way through customer satisfaction measurement. A measurement programme starts with a clear definition of objectives, budget and timeline. Moreover, for this task to be performed and achieve its highest level of success, it is necessary the full commitment and willingness of top management to act on the results founded. A starting point should be to decide which part of customer satisfaction the company is most concerned to measure. Is also important to be aware that expectations and satisfaction levels can widely vary between the costumers of a company, therefore, the need to identify market segments. For example, the different needs of a businesses and tourists guest of a hotel. (Cook, 2002; Laws, 2004; Williams, 2002) According to Clark and Johnston (2005) performance measurement is costly. Few organisations have calculated just how much time and energy they spend on measuring their performance and its value for money relation. Two useful tests of a performance measure are, first, what is its purpose and, second, what systems are in place to support or achieve that purpose. There are four main purposes or reasons to take measurement: communication, motivation, control and improvement within the company. In the endless improvement process, measuring performance is an important task in order to identify and track progress in harmony with the organisations’ goals; identify areas and opportunities for improvement; and compare performance with internal and external standards (www.dti.gov.uk/quality/performance). According to the Department of Trade and Industry (DTI) the main reasons of measuring performance is: †¢ â€Å"To ensure customer requirements have been met †¢ To be able to set sensible objectives and comply with them †¢ To provide standards for establishing comparisons †¢ To provide visibility and a â€Å"scoreboard† for people to monitor their own performance level †¢ To highlight quality problems and determine areas for priority attention †¢ To provide feedback for driving the improvement effort† (retrieved from ). 2.8 The SERVQUAL model The Servqual model was developed by Parasuraman, Zeithaml and Berry, and has been one of the most popular service quality measurement instrument since then. The model was designed to measure those components of service that generate satisfaction within five dimensions (Ryan and Saleh,1991; Lee et al, 2004; Johns et al, 2004). Originally the researchers conducted a focus group studies with service providers and costumers, and as a result they came up with a list of ten determinants or dimensions of service quality which are: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, understanding/knowing the customer and tangibles, (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) which will be briefly explained bellow: Tangibles – the appearance of physical facilities, the personnel, the tools or equipment used to provide the service and communication material. Guests of a hotel look for details of the building, web sites and reservation systems for instance. Reliability – consistency of performance and dependability. This means that the firm performs the service correctly the first time and that the firm honours its promises. Responsiveness – the willingness to help the customers and to provide prompt service. Competence – knowledge, ability and possession of the right skills to perform the job. Access – degree of approachability of service providers. Courtesy – use of good manners, politeness, friendliness, smiling during the service. Communication – ability to successfully communicate with costumers, keep them informed. Understanding – degree of interest of employees to know the costumers needs and wants. Assurance – knowledge and courtesy of employees and their ability to inspire trust and confidence. Empathy – caring, individualized attention to customers. (Van Looy, B et al, 2003; Parasuraman et al, 1990; Ryan and Saleh,1991) Later on, in another attempt of improving their models they found a high degree of correlation between communication, competence, courtesy, credibility and security. They therefore, merged them into one dimension, which they called assurance. Similarly they found a high correlation between access and understanding which they merged into empathy. Thus compacting the dimensions of service quality in five which are: tangibles, reliability, responsiveness, assurance and empathy (Van Looy, B et al, 2003; Dabholkar et al 2000). The diagram bellow was originally made to suit the quality service measurement and customer satisfaction of a car repair garage. Which can be easily adapted to any other service organisation, surely including any hotels to be more precise. Source: http://www.emeraldinsight.com/fig/0240221006003.png The SERVQUAL identified gaps between clients and organisations perceptions of attributes of service perceived, and also between customers expectations and perceptions of the service actually delivered (Ryan and Saleh,1991; Landrigan, 1999). This has led to the well known and widely used 5 gaps of service quality: Gap 1: Consumer expectations versus management perception CEO’s and managers often fail to realise what consumers expect of a service and which features needs to be pursued to deliver a high-quality service. When management does not understand what their customers want, a gap 1 exists. Very often, organisations research to find out what are their markets needs and wants, but later can occur a divergence. When customer needs change but the product remains the same, gap 1 increases, as the service becomes less attractive (Parasuraman etal, 1991). Gap 2: Management perception versus service quality specifications A gap 2 situation occurs when managers know their customers needs, but do not deliver it, either for unwillingness or incapability. Reasons for gap 2 to happen could be inadequate commitment to service quality, absence of goal setting, lack of perception of feasibility, and lack of standardization. The pursuit to achieve short-term profits refrain companies to invest in equipments and people, causing service quality issues (Parasuraman etal, 1991). Gap3: Service quality specifications versus service delivery Gap 3 occurs when employees are unwilling or unable to deliver the appropriate service that was specified by management. In this case managers understand their customers needs, develop strategies and tasks to fulfil these needs, but in the moment of employee and costumer interaction it does not occur (Parasuraman etal, 1991). Gap 3 could be minimised through training and development, rewarding and internal marketing campaigns. Human resources department plays a major role in this task. Gap 4: Service delivery versus external communications A company creates gap 4 when it promises more than it can deliver, creating disappointments to its customers. Good sense and ethic when advertising should be primordial in any circumstances (Parasuraman etal, 1991). The image of a company that cheats or lies to its costumers leads to an extremely bad reputation and negative word of mouth. Gap 5: Expected service versus perceived service Last but not least, gap 5 is a function of the other gaps. It pictures the difference among expected quality and perceived quality. If any of the other 4 gaps increases or decreases, gap 5 will follow it (Parasuraman etal, 1991). The diagram below represents the 5 gaps model of quality service. Source: http://www.kmfadvance.com/mind_the_gap_files/image004.jpg 2.9 Criticisms and limitations of the SERVQUAL According to Oh (1997) the use of the difference of the scores contributes to discrepancies and errors, affecting the reliability and valididyt of the model. Such finding suggests that caution has to be taken when using the scores, and that additional work is essential to the development of measures of assessing the quality of services. In addition it is also noticeable that the SERVQUAL lacks in ties with statistics, economics and even psychology theories, therefore many arguments has formed a doubtful opinion regards its relaibility. 2.10 Other service quality and costumer satisfaction measurement models Obviously, the SERVQUAL is not the only model available to measure service quality and costumer satisfaction. Indeed, there is a range of variety of models out there. Some of them will be quickly explained in this study. 2.10.1 The expectancy-disconfirmation model (EDM) The principle of expectancy theory was early stated by Lewin (1938) who hypothesized that individuals make decisions on the most appropriate action to take based on their expectations of the outcomes of that action. After being reviewed by many researchers, the model developed to two processes: the formation of expectations and the disconfirmation/ confirmation of the expectations through performance evaluations (Oh, 1997; available at http://proquest.umi.com.newdc.oum.edu.my/pqdweb). Chapter III Research Methodology 3.1 Research Process This research will include several components of different character, promoting the approach to new problems, providing bibliographic survey, offering a selection of methodologies, as well as providing a critical analysis of results (Saunders, et al, 2003). In order for the aims of this research to be met it is necessary to gain an understanding of the practices of the service quality and customer satisfaction assessments applied within The Crowne Plaza Hotel (please see appendix II). This data will be given by one manager of the company, and will be adapted for a experimental application of the SERVQUAL model. The research and development will comprise creative work undertaken on a systematic basis in order to build knowledge accumulation, including not only the practices of the service quality and customer satisfaction assessments model researched but how would be applied within The Crowne Plaza Hotel in order to achieve competitive advantage and business success. The purpose of the literature review is theoretically discussing ideas that exist about the given topic. Data sources, such as library catalogues and indexes will be scanned for secondary data. This will produce a list of journals and newspaper articles, published books and internet sources (Saunders, et al, 2003). The secondary research will be complemented by primary research, through questionnaires and interviews with stakeholders of the organization in question. In case of interviews and questionnaires, the manager cooperating with this research will be fully informed about the, methods and intended possible uses of the research, what their participation in the project entails, the strict confidentiality, and academic purpose only (Bell, 1999). The project proposes to use analytical and theoretical framework, which extends descriptive research, making suggestions of why and how practices of the service quality and customer satisfaction assessments plays an important role in the competitive advantage, profitability and success of the firm (Yin, 2003). A method of both, quantitative and qualitative approach will be applied in order to examine values, attitudes and perceptions aspects of the research subject. (Flick, 2003) The departure point will be deductive, with the observation of the SERVQUAL model, fed by the organisation information’s collected where conclusions will be critically evaluated against facts. Moreover, a phenomenological philosophy will be implemented, applying a case study approach, since this kind of research methodology is ideally suited to investigate the insights into the service quality and customer satisfaction in theory and practice (Yin, 2003). The data collected for this research was taken between the months of January, February and March 2009, it consists of 380 customer satisfaction surveys, applied by the hotel. This surveys were answered by guests, either on the check-out or on the hotel web site, after their stay in the hotel. At the time of the data collection, was common practice of the hotel’s front desk manager to put the weekly result together and send to all hotel departments, so they could have a picture of the guest’s feedback. 3.2 Research Theories In order to achieve this reaserch objectives it will be necessary to apply many reaserch theories that reinforces the reliability of it. The theories used in this research will be briefly explained one by one. 3.2.1 Case study According to Robson (2002:178) cited by Saunders et al, 2003, p.93), a case study is â€Å"a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evedence†. A case study approach is recommended to those reasearchs that essentially aims to explain ‘why’, ‘how’ such phenomenon occurs, as well as in research that includes surveys (Saunders, 2003; Yin,2003). A case study is also a scientific way of explore an existing theory, which is one of the main objectives of this research, as is analysing the use of SERVQUAL (Saunders, 2003). 3.2.2 Descriptive studies In order to have a clear picture of the scenario studied is essentially important to describe with accuration every data collected. As cited by Saunders et al (2003, p.97), Robson, 2002:59 describes the objective of descriptive research as ‘ to portray an accurate profile of persons, events or situations’. 3.2.3 Deductive method Complementing the case study approach, a deductive method could be simply described as way of what we would think of a scientific research or theory, moving from theory to practice (Bailey, 2006; Cottrell, 2005; Saunders, 2003). â€Å"It involves the development of a theory that is subjected to a rigorous test† (Saunders, 2003, p. 86). The deductive method has many characteristics. â€Å"First, there is the search to explain casual relationships between variables† (Saunders, 2003, p. 86). Then, hypothesis development, followed by hypothesis testing, normally using quantitative data, but could also being backed up by qualitative data. 3.2.4 Quantitative data On the other hand quantitative research apply measurements and normally considered as better than qualitative research. Ghauri and Gronhaug (2005; p. 109) explains that â€Å"the difference between quantitative and qualitative methods and approach is not just a question of quantification, but also a reflection of different perspectives on knowledge and research objectives†. A method of qualitative approach will be applied in order to examine values, attitudes, and perceptions aspects of the research subject. 3.2.5 Qualitative data A narrative analysis process was implemented to interpret the data that were collected from the research portion of this project. Thomas (2003; p.1) argues that â€Å"Qualitative methods involves a researcher describing kinds of characteristics of people and events without comparing events in terms of measurements or amounts† 3.3 Research Design The survey consists of a questionnaire of 44 questions (picked by the hotel’s own customer satisfaction survey) related to the quality of the service provided by the hotel. The guests (sample = 380) will answer the questions according to their perception of the service received, whilst the managers (sample = 4) will answer the questions according to what they expect the overall of the guests to answer. The answers will range between score 1 to score 5. Being 1 the best degree of satisfaction and 5 the worst degree of dissatisfaction, (Saleh and Ryan, 1991) having some variations as follows: Score 1: very satisfied / definitely would / much more than you paid / much better / excellent / yes Score 2: somewhat satisfied / probably would / somewhat more than you paid / somewhat better / very good Score 3: neither / might or might not / about what you paid / about the same / good Score 4: somewhat dissatisfied / probably would not / somewhat lees than you

Plato’s Portrayal of Socrates Essay -- Plato Socrates

Plato’s Portrayal of Socrates The portrayal of Socrates by his student Plato creates one of the most controversial characters of all time. There are few other personalities in history that have drawn criticism and praise from the furthest ends of each spectrum. Socrates has been called the inventor of reason and logic, and at the same time has been condemned as a corruptor and a flake. Perhaps he was all of these. Despite this disagreement, one is a certainty: Socrates had a very interesting and active sense of humor. In order to successfully demonstrate Socrates’ sense of humor, it is necessary to define a few terms. To begin, we must define â€Å"comedy† as it was looked upon in the time of Socrates, Plato, and the Greek playwrights. Greek comedy comes in many different shades depending on both the author and the subject matter. There are two types of comedy that emerge as the most common when dealing with Socrates, slapstick and intellectual humor. Aristophanes uses the former as slapstick fart jokes and the like in Clouds. In an exchange with Socrates, Strepsiades exclaims, â€Å"Yes, I revere you, much honored ones, and wish to fart in response.† (Aristophanes, Clouds, 2931). On the other hand, Plato displays comedy as a more intellectual concept dealing quite a lot with puns and especially politics during Socrates’ trial. Socrates has been found guilty of impiety and corrupting the youth and the penalty of death has been suggested. Socrates uses his opport unity to suggest an alternative punishment and suggests â€Å"to be given [my] meals in the Prytaneum2,† (Plato, Apology of Socrates, 36d3). This ridiculous â€Å"hubristic and boastful†4 proposal can only be taken as comedy because having already been found guilty, Socrates... ...ophical Perspectives, Section 4: Sixth Handout.† Sources Aristophanes. Clouds. Translated by Thomas G. West and Grace Starry West in Four Texts on Socrates. Ithaca: Cornell University Press, 1998. Burkert, Walter. Greek Religion. Cambridge, MA: Harvard University Press, 1985. Euripides. Bacchae. Translated by Paul Woodruff. Cambridge: Hackett Publishing Company, Inc., 1998. Homer. The Iliad. Translated by Robert Fagles. New York: Penguin Books, 1990. Plato. Apology of Socrates. Translated by Thomas G. West and Grace Starry West in Four Texts on Socrates. Ithaca: Cornell University Press, 1998. Plato. Euthyphro. Translated by Thomas G. West and Grace Starry West in Four Texts on Socrates. Ithaca: Cornell University Press, 1998. Sennet, Richard. Flesh and Stone, the Body and the City in Western Civilization. New York: W.W. Norton & Company, 1994.