Service failures and recovery strategies of chain restaurants in Taiwan

Service Failures in 3- to 5-Star Hotels in Accra, Ghana

“…This included employees' inappropriate response to guests' requests, which is comparable to the results of a related research by Tsai and Su (2009) where 9.9% of the respondents had the same problem. Some of the problems cited by the respondents were delay in picking up guests from the airport, delay in the delivery of food ordered, slow internet, as well as slow check-ins and check-outs.…”

“…Lockwood and Deng (2004), in a study in the UK and China, also found out that over 25% of the respondents experienced service system failures. Tsai and Su (2009), in a related study, also found the dominant service failure to be service delivery system failures with the main ones being defective products and slow or unavailable services. Chua et al (2010), in a study in China, Malaysia, and India, found that cleanliness issues such as contaminated food, dirty surroundings, and dirty equipment were the dominant service failures.…”

“…Service failure describes the situation where a service or product fails to satisfy a guest's needs or meet his/her expectations due to the occurrence of fault in one of the links or processes of the service delivery chain (Mueller, Palmer, Mack, & McMullan, 2003;Tsai & Su, 2009). In several sectors of the world's economy, there is pressure to improve productivity resulting in intensified competition; there is also pressure from investors for higher returns on investments; coupled with these is the pressure on hotel managers to increase productivity by reducing costs, and in most cases, they have to cut down on labor (Reid & Bojanic, 2011).…”

Determining adequate tangible compensation in service recovery processes for developed and developing countries: The role of severity and responsibility

“…Tangible compensation consists of offering economic benefits to customers such as a refund of money, discounts or coupons for future purchases (Del Río-Lanza et al, 2009), and has been shown to have persistent effects on customer satisfaction over time (Fang et al, 2012). Intangible or psychological compensation consists of simple and inexpensive social actions that aim to recover service failures, for example showing concern, apologizing, providing an explanation, or a manager intervention (Mattila, 2006;Simon, 2013;Sparks and McColl-Kennedy, 2001;Tsai and Su, 2009).…”

Employee satisfaction and long-run shareholder returns

“…With respect to people-and possession-processing service firms that do not wish to change their business model, there are approaches to maximise employee satisfaction through the information-processing services route. For example, Tsai and Su (2009) suggest that chain restaurants can develop operational systems to improve product and service consistency.…”