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Service Quality at the Hotel and Tourism Industry

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The “ best practice” approach helps to achieve the effectiveness of performance and specific goals including maintenance of high standards in order to deliver customer satisfaction. Unique talents among employees, including superior performance, productivity, flexibility, innovation, and the ability to deliver high levels of personal customer service are ways in which people provide a critical ingredient in developing an organization's competitive position. People also provide the key to managing the pivotal interdependencies across functional activities and important external relationships. It can be argued that one of the clear benefits arising from a competitive advantage based on the effective management of people is that such an advantage is hard to imitate.

An organization's HR strategies, policies, and practices are a unique blend of processes, procedures, personalities, styles, capabilities and organizational culture (Introduction to Management, 2002). In current management practices it is supposed that the “ best fit” approach is more important than “ best practice” , but still the latter is more widely used today. Taking into account the “ best fit” approach and peculiarities of the hospitality and tourism industries (such as environmental changes connecting with service quality), it is evident that this approach fits industries' current needs more than the “ best practice” one.

This does not mean that “ good practice” , (including practice that does well in one environment) should be ignored. Benchmarking has its uses as a means of identifying areas for innovation or development which are practiced to good effect in hotel and tourism sectors, but having learned about what works and, ideally, what does not work in comparable organizations, it is evident that the “ best fit” approach helps to decide the needs and goals of organizations faster and more effectively (Hayes, Ninmeier, 2003).

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