A SURVEY OF SERVICE QUALITY AND JOB SATISFACTION A …

A SURVEY OF SERVICE QUALITY AND JOB SATISFACTION

IN TOURISM INDUSTRY OF CHINA

by

YING LI, B.S.

A THESIS

IN

RESTAURANT. HOTEL, AND INSTITUTIONAL MANAGEMENT

Submitted to the Graduate Faculty of Texas Tech University in

Partial Fulfillment of the Requirements for

the Degree of

MASTER OF SCIENCE

IN

HOME ECONOMICS

December, 1990

^ ^ ACKNOWLEDGEMENTS

/Vc?, /3 d

I would like to express my appreciation to Dr. Lynn

Huffman, the committee chairperson, for her valuable

suggestions and guidance throughout this research. I would

also like to thank Dr. Jay Schrock, my advisor, for his

instruction during my graduate study. My appreciation is

also extended to Dr. Robert Stewart who served as member of

my committee, for his assistance with the statistics.

I would also like to thank Mr. Ben K. Goh, instructor

and my friend in RHIM, and many others in China who helped

me in collecting data for this research.

Finally, I would like to express my special thanks to

my husband, my parents and our family. Without their help,

I would not have succeeded.

11

CONTENTS

ACKNOWLEDGEMENTS i i

LIST OF TABLES v

LIST OF FIGURES vii

CHAPTER

I INTRODUCTION 1

Background of the Problem 1 Statement of the Problems 3 Purpose of the Study 4 Methods 4 Research Questions 5 Scope and Limitation 5 Definition of Terms 6

II LITERATURE REVIEW 7

Introduction 7 Service and Service Quality 10

Service is Performance 10 Quality is What Customers Perceive 13

Service Quality Management 17 Managing Customer-Perceived Service Quality 18

Managing customers' requirements 18 Setting service standards 19 Evaluating customer service 20

Service Quality Management in Chinese Tourism 20

Natural resource management 21 Facility management 22 Human resource management 2 3

Job Satisfaction 25 Work Itself and Working Condition 28 Salary 29 Participation 29 Setting Goals 30 Team Building 30 Reward and Recognition 31

111

Ill METHODS AND PROCEDURES 32

Questionnaires 32 Subjects 33 Regions of Selection 34 Procedures 34

Analysis of Data 35

IV RESULTS AND ANALYSIS 37

Service Quality Survey 37 Responses of Foreign Tourists 37 Responses of Local Chinese Tourists 57 Analysis on Contingency Table 66

Job Satisfaction Survey 68 Responses of Chinese Employees 68

V CONCLUSIONS AND RECOMMENDATIONS 85

LIST OF REFERENCES % 88

APPENDIX A SURVEY QUESTIONNAIRE ABOUT SERVICE IN CHINA 91

APPENDIX B SURVEY QUESTIONNAIRE ABOUT JOB SATISFACTION 94

APPENDIX C MINNESOTA JOB SATISFACTION QUESTIONNAIRE 97

IV

LIST OF TABLES

4.1. Responses to Service Quality Survey by Foreign Tourists Concerning Chinese Tourism 41

4.2. Percentage Ranking of Quality Perceptions by Foreign Tourists in China 44

4.3. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Convenience for Handicapped Persons 46

4.4. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Cleanliness of Restrooms 47

4.5. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Plane and Train On-time Performance 48

4.6. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Communication Services 49

4.7. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Attractiveness of Tourist Areas 50

4.8. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Cleanliness of Public Areas in Hotels 51

4.9. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Effectiveness of Tour Books 52

4.10. Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Helpfulness of Hotel Employees 53

4.11. Responses to Service Quality Survey by Local Chinese Tourists Concerning Chinese Tourism .... 61

4.12. Percentage Ranking of Quality Perceptions by Local Chinese Tourists 64

4.13. Analysis of Attitudes toward Service Quality in China for Foreign Tourists and Local Chinese Tourists 67

4.14. Responses to Job Satisfaction Survey from Employees of Chinese Tourism 71

4.15. Results of Job Satisfaction Survey in Chinese Tourism Concerning the Job Itself and Working Conditions 72

4.16. Results of Job Satisfaction Survey in Chinese Tourism Concerning Job Importance, Praise and Punishment 73

4.17. Results of Job Satisfaction Survey in Chinese Tourism Concerning Insurance, Safety, Salary and Welfare 74

4.18. Results of Job Satisfaction Survey in Chinese Tourism Concerning Steady Jobs, Layoffs and Transfers 75

4.19. Results of Job Satisfaction Survey in Chinese Tourism Concerning the Relationship with Supervisors and Other Employees 76

4.20. Results of Job Satisfaction Survey in Chinese Tourism Concerning the Relationship with Customers and Company Administration 77

4.21. Results of Job Satisfaction Survey in Chinese Tourism Concerning the Managers* Ability and Helpfulness in Difficult Problems 78

4.22. Results of Job Satisfaction Survey in Chinese Tourism Concerning Communication with Managers and Job Suitableness 79

4.23. Results of Job Satisfaction Survey in Chinese Tourism Concerning Opportunities for Advancement and Making Decisions 80

4.24. Results of Job Satisfaction Survey in Chinese Tourism Concerning Judgment, Achievement and Recognition 81

VI

LIST OF FIGURES

2.1. Annual Visitors and Tourism Revenue in China (PRO from 1980 to 1988 9

2.2. Differences between Services and Physical Goods 11

4.1. Distribution of Characteristics of Foreign Tourists (Gender, Age-group and Number of Visits) in China 38

4.2. Distribution of Characteristics of Foreign Tourists (Nationality and Reasons for Visit) in China 39

4.3. Distribution of Characteristics of Local Chinese Tourists (Gender and Age-group) 58

4.4. Distribution of Characteristics of Local Chinese Tourists (Number of Visits and Reasons for Visit) 59

4.5. Distribution of Job Satisfaction Survey from Employees of Chinese Tourism (Gender, Age, Education Level and Work Experience) 69

vii

CHAPTER I

INTRODUCTION

In the past decade, the People's Republic of China

(PRC) has executed deliberative policies to reform its

economic structure, modernize its industries and implement

technical development. These processes seem to be a second

Chinese revolution [1], Indeed, there were broad

departures in ideological, economic and social processes to

accommodate the experimentation and adaptation of foreign

(mostly capitalist) economic concepts, management

practices, technical and industrial procedures and

development schemes, yFurthermore, all these efforts and

projects had to be carried out deliberately, without

undermining the other current programs nor diverting their

resources. Tourism as an burgeoning industry is given top

priority in People's Republic of China because of its

immediate potential in bringing foreign currency directly

into China's economy [2].

Background of the Problem

China's history and culture will no doubt attract more

and more visitors. Tourism, as an industry which promises

high return on investment, attracts financial interest.

The Chinese government and many foreigners have invested in

a number of hotels, tourist centers and gift shops in

various tourist areas. In December, 1988, excluding small

local hotels, 1,300 hotels with 200,000 guest rooms

provided service for foreign and local Chinese tourists in

most Chinese cities; more than 1.5 million employees work

directly in tourism in China [3]. These numbers are

growing rapidly.

Like other developing countries, many problems have

been found in the rapidly growing Chinese tourism industry.

One problem in China is the difficulty in providing quality

service to tourists. With the flow of foreign and local

Chinese tourists, occupancy of hotels in China has reached

the international rate quickly. However, the standards of

cleanliness and service provided by most of the hotels are

far from tourists' expectation [2]. Tourists often

complain of poor service and inconveniences. Because of

this, some foreign tourists may never return China again.

The Chinese government is aware of tourists* demands,

and the result of poor service has been noted. In 1986

Vice Premier Wu Xueqian indicated that the challenge for

China tourism was to be able to provide quality services to

which foreign travelers are accustomed [2]. The Chinese

government has issued eleven regulations on tourism

administration, including rules for dress of hotel staff

and qualification for hotel service [4]. Since 1978 the

3

Chinese government has set up tourism programs in 220

universities or colleges to train specialists for tourism

[3]. Tourism officials are committed to improving service

quality around the country.

Statement of the Problems

In order to attract tourists, the Chinese government

has committed to improve the tourism service level [5].

Chinese officials understand that good service is essential

for developing Chinese tourism. Duplicating international

service standards is difficult because the country has been

closed to the world for more than thirty years. Chinese

tourism officials feel that service has improved

significantly since 1978 when China reopened its door to

the world [2]. In order to investigate this improvement,

foreign and local Chinese tourists should be asked their

impression of Chinese tourism service.

Since providing service is closely related to personal

attitude, a service person's job satisfaction will

definitely affect behavior and quality of service. Job

satisfaction is important to all industrial organizations,

and is a central component to most approaches to understand

the work place [41. There have been many investigations

done on job satisfaction in the United States, but in China

this concept has not been recognized.

Purpose of the Study

The purpose of this study is to determine the level of

service quality in the Chinese tourism industry, which

includes hotels, restaurants, transportation and

communication service. A second important factor is the

determination of the level of job satisfaction of employees

in service areas. The result of the study may help the

Chinese government to locate the problem areas, improve the

service quality and management skills as well as to

motivate employees.

Methods

Data was gathered by means of two questionnaires. The

first questionnaire obtained information regarding service

quality and the second dealt with job satisfaction. The

research population for the service quality questionnaire

was composed of two groups. One group was foreign tourists

and the second was local Chinese tourists. Job

satisfaction was measured in a third group, Chinese tourism

employees. Each group consisted of approximately 100-150.

GROUPS QUESTIONNAIRE

1. Foreign tourists Service quality

2. Local Chinese tourists Service quality

3. Employees in tourism Job satisfaction

Descriptive statistical methods were used for analysis

of the data. Percentage, frequency and contingency table

methods were used for analysis of the service quality

questions, percentage and frequency methods were used for

analysis of the job satisfaction questions.

Research Questions

In order to investigate tourism quality in China, the

following research questions should be answered. Question

1: What is the satisfaction level of foreign tourists with

Chinese tourism service. Question 2: What is the

satisfaction level of local Chinese tourists with Chinese

tourism service. Question 3: What is the job satisfaction

level of Chinese employees in tourism.

Scope and Limitation

There were two major limitations to this study. First,

all of the foreign tourists who participated in the

investigation must have known English because the

questionnaires were printed in English. Some respondents

who answered questions were from countries where English is

not the national language but is read and understood

sufficiently.

The second limitation concerned the population sample.

The sample was limited to the Chinese citizens and service

people in three major Chinese cities, Beijing, Shanghai and

Guangzhou. All of these cities are "hot spots" of China

tourism.

Definition of Terms

CHINA—The People' Republic of China (PRC).

SERVICE--Service is an activity or series of

activities of a more or less intangible nature that take

place in interactions between the customer and service

employees[10].

TOURISM--The business of providing tours and services

for tourists.

HOSPITALITY—Receiving a guest with cheerfulness and

treating him in a friendly, generous manner.

SATISFACTION—Fulfilling one's desires, expectations,

or needs.

CHAPTER II

LITERATURE REVIEW

Introduction

Service is a very important part of every aspect of

daily living [6]. It is especially related to the

hospitality industry which is based on service. The

quality of that service is of critical importance because

good service may win customers and poor quality will lose

them [61. Tourism is a major part of the hospitality

industry and is a very competitive business. Competitors

may have equal facilities, clever advertising, or

reasonable prices, but without a strong service commitment

success is difficult. Service excellence springs from

leadership and organizational culture. It is invaluable

asset which cannot be purchased in any store [7].

Tourism has been the fastest growing industry in the

People's Republic of China since sites of interest were

opened to foreign tourists in 1978 [8]. In the meantime,

the Chinese government has invested large sums of money in

tourism facilities [8]. From 1978 to 1987, more than 900

new hotels with a total 140,000 rooms were built.

According to Chinese official newspapers, from 1949 to 1966

China hosted fewer than 6,000 foreign tourists annually;

from 1966 to 1977, during the cultural revolution, foreign

8

tourists were banned completely; but in 1980, 5.7 million

visitors entered China. By 1988 this number increased to

31.69 million [2]. Tourism increased annually by 33.1%

during this period [9]. From 1978 to 1988, foreign

tourists have brought US$11.89 billion to China [3]. This

made tourism one of the most important sources of foreign

currency to the Chinese government. Figure 2.1 illustrates

the annual visitors and tourism revenue in China (PRC) from

1980 to 1988.

Tourists who visited China have been attracted by the

beautiful countryside and the mystical ancient

civilization. The Great Wall, Palace Museum and Ming Tombs

are typical attractions. The abundant beauty and culture

are only favorable to tourism. Without suitable service,

tourism cannot be successful. China's government can build

hotels and restaurants to meet basic requirements of

foreign visitors for lodging and food, but it is very

difficult to establish a genuine service culture in a short

time. China has been closed to the world so long that very

few tourist administrators have visited the developed

countries to understand western service standards. For all

of the personnel working in Chinese tourism, both managers

and employees, it is important to understand that

facilities and equipment are only one dimension of the

industry. Quality service is the life of tourism.

40

35

30

25

20

15

10

5

0

NUMBER OF VISITS (1,000,000 People)

31,693

26,902

22,818

17,833

5,720 7,767 7,924

9,477 12,852

1980 1981 1982 1983 1984 1985 1986 1987 1988

YEARS

ANNUAL VISITORS

3.0

2.5

2.0

1.5

1.0

0.5

BILLION DOLLARS ($ 1,000,000,000)

2,220 1,840

1,530 1,131 1,250

941 785 843

617

0 1 1980 1981 1982 1983 1984 1985 1986 1987 1988

YEARS

TOURISM REVENUE

Figure 2.1 Annual Visitors and Tourism Revenue in China (PRC) from 1980 to 1988

10

Service and Service Quality

Service is Performance

Service is a complicated phenomenon. It has many

meanings, ranging from personal service to service as a

product. Service is a performance which every one needs.

In today's society people provide service for some and

receive it from others. The term service can be even

broader in scope. Bessom (1973) noted: "for the consumer,

services are any activities offered for sale that provide

valuable benefits or satisfactions; activities that person

cannot perform for himself or that he chooses not to

perform for himself" [10]. Kotler (1988) said: " A service

is any activity or benefit that one party can offer to

another that is essentially intangible and does not result

in the ownership of anything. Its production may or may

not be tied to a physical product" [11]. By any

definition, service is a process. Whereas goods are

objects, services are performances. As the function of

manufacturing is providing products or goods for customers,

the function of service is providing a performance to

satisfy the customers' requirements [11].

Often services are compared with physical goods. Figure

2.2 summarized the most frequently mentioned

characteristics of services and physical goods [6].

11

PHYSICAL GOODS

Tangible

Homogeneous

Separability of production and consumption

Can be kept in stock

A thing

Produced in factory

SERVICES

Intangible

Heterogeneous

Inseparability of production and consumption

Cannot be kept in stock

An activity or process

Produced with buyer-seller

Customers do not participate Customers participate

Transfer of ownership No transfer of ownership

Figure 2.2 Differences between Services and Physical Goods

Most observers agree that service is intangible,

heterogeneous, inseparable and perishable [12]. These

characteristics, especially the first three, pose quality

challenges unique to service.

Service cannot be touched, tasted or smelled. Service

is normally perceived in a subjective manner, and is

decided by expressions such as experience, trust, feeling

and security [6]. Services are more or less intangible;

however, many services include highly tangible elements.

These include: the food in restaurant, the clothes in

shopping mall, the tickets in travel agency and so on.

12

When people go out for dinner, they can feel whether the

service is good or bad, but they cannot eat the services;

when people go shopping, they may return with goods but

there is no service in their bag.

Service is not like an object because it is not

visible. The regulation of service may be attempted by

using of charts and schedules, but it is very difficult to

standardize because service is performed and received by

people [13]. Everyone has different perceptions of quality

service. Service to one customer is not exactly the same

as the "same" service to the next one. The heterogeneity

of service creates one of the major problems in management.

Service is generally consumed while being performed and

the customer is often involved in the process [6], Unlike

goods, there is no separation between production and

consumption of service.

Measuring and classifying services can be very

confusing. The main difficulty in devising a

classification system is that many services can be consumer

or producer services depending on who buys them. Some

services are an integral part of any productive or

commercial activity [14]. For example postal services,

banking and transportation, service can be both a consumer

and producer service. Researchers differ in method of

classifying service and consequently report definitions

13

that convey the essence of service by identifying how it

differs from goods [14], These definitions are not very

useful because they do not explain the purpose of the

different types of service.

In spite of the long term investigation into what

contributes to good service and service quality, these

topics are still important topics in developed and

developing countries. The development of service played a

very important role in the history of human civilization.

Service has been very important to the world economy in

this century and it will be the leading industry in the

next century [6]. Consequently improving service quality

has become an important managerial task.

Quality is What Customers Perceive

Service excellence is a key strategic weapon for a

business. Good service is one of the major activities

necessary for organizational success. Service quality is

the degree of excellence intended and the control of

variability in achieving that excellence in meeting the

customer's requirements [15]. Service is customer-oriented

performance. Only the customer can assess the quality of

service and perceived service.

Service quality cannot be separated from what a

customer received and how services were performed. What

14

the customer received is the technical or outcome

dimension. How the services were performed and delivered

was the functional or process-related dimension [16], When

customers go to hotels, restaurants, airports and banks,

they will receive rooms, meals, transportation and

financial services. All of these are technical or outcomes

of the operations and are part of the service experience.

How the service delivery functions is critical to the

perceptions of service quality. The behavior of waiters,

bank tellers, travel agency representatives, bus drivers

and how these service employees perform their tasks also

influence the customers* view of the service.

One extensive study by British Airways in the 1980s

noted the four factors for service quality [17], They are:

1. Care and concern: the customers feel that the

organization and its employees are devoted to solving their

problems,

2. Spontaneity: the employees demonstrate a willingness

to actively approach customers and take care their

problems,

3. Problem solving: the contract employees are skilled

to perform according to standards and operational support

employees are also trained to give good service.

4. Recovery: if anything goes wrong or something

unexpected happens, there is someone who is prepared to

15

make a special effort to handle the situation.

These four factors concerned the willingness, ability,

skill and responsibility of employees to solve problems

during their service activities. Although this study

covered airline services by British Airways only, the

results seem to be generally valid [17].

Not only is service quality of concern to the

hospitality industry including tourism, hotels and

restaurants, but is also important to other enterprises,

such as manufacturing, financial services, transportation,

communications and business services. In many business,

the regulation of product quality is through diagram and

procedures. But in the hospitality industry, the

regulation of service quality is often based on customer

feedback. Unlike product quality, service quality requires

customer participation. If there are no customers, service

has no value. In order to assess service quality, it is

necessary to analyze customer desires.

Ten determinants of perceived service quality were

identified by Parasumaran, et ai. [7], there were:

1. Reliability

2. Responsiveness

3. Competence

4. Access

5. Courtesy

6. Communication

7. Credibility

8. Security

9. Understanding

10. Tangibles.

16

A more recent report [18] of a large-scale quantitative

study reduced the number of factors to five: tangibles,

reliability, responsiveness, assurance and empathy.

Tangibles influence service quality perceptions in two

ways. First, they offer clues about the nature and quality

of the service itself. The facilities, equipment and

physical evidence provide the foundation of service.

Second, tangibles can affect service quality perceptions

directly. Customers tend to look for tangibles associated

with the service to help them judge the service [13], No

one seeing a badly chipped plate in a restaurant would

think of the service and management as excellent.

Reliability involves performing the promised service

dependably and accurately [13]. In effect, reliability

involves keeping the service promise. In developing

countries, tourists may experience problems with

reliability. Perhaps when they get to the airport they

cannot get the tickets they booked or find themselves

waiting for a delayed departure without any information.

Responsiveness is the willingness to serve customers

promptly and efficiently. It sends a very clear message to

customers that the business wants and appreciates them. If

a customer enters a restaurant and has to wait for half

hour without any acknowledgement, the customer will

probably not return.

17

Assurance refers to the courtesy and competence of

service personnel that instills trust and confidence in

customers. It is comforting to travelers to feel pleasure

and comfortable when dealing with service personnel. Being

able to trust an employee to carry out promised activity is

important.

Empathy goes beyond professional courtesy. It involves

understanding the customer's needs and finding just the

right answer for them. Empathy is caring, individualized,

need-meeting service [13].

Service Quality Management

Recently the word "quality" has come into the everyday

vocabulary of management. The need for quality goods and

services and for quality improvements are growing rapidly.

In developing countries, like China, service quality

demands in tourism have increased as quickly as the new

hotels, restaurants and other facilities.

Management must be the distinct leader group in service

quality control. Without the leadership of management, the

"resources of production" remain resources and never become

production. When compared with a computer system, the

facilities can be likened to hardware and the management

likened to software. Whereas a computer cannot make any

scientific calculation and data processing without

18

software, facilities cannot provide effective services and

bring a profit without management. Albrecht (1988) states

that "service management is a total organizational approach

that makes quality of service, as perceived by the

customer, the number one driving force for the operation of

the business" [18]. Facilities, service and management are

basic foundations of tourism; they have a tight

relationship and one cannot work without any other. In a

competitive economy, the quality and performance of

management will determine the success of a business.

Managing Customer-Perceived Service Quality

Managing customers' requirements. It is easy to

realize that service quality and how to manage it are

pivotal issues in today's service economy. First and

foremost, managing customer-perceived service quality

should address the customer's requirements. Normally

customers evaluate service quality at two different levels.

One is the level at which the regular service is delivered,

the other one is the level at which exceptions or problems

are handled [19]. Customers are likely to notice and

remember how effectively a service firm handles a problem

situation. They will compare this with previous

experiences and make a quality decision. Otherwise, the

19

way customers judge service may depend more on the service

process than on the service outcome [13], Especially in

tourism industry, the "how" of service delivery is a key

part of the service quality. Customers' needs come in a

wide spectrum. In order to determine a customer's

requirements, managers may need to collect data and analyze

the information. Survey responses, customer comments and

criticism are very useful in identifying customer needs and

verifying service performance techniques.

Setting service standards. Setting service standards

is an important task for managers. Service standards are

partly based on what customers expect and partly based on

managerial experience. These standards must be expressed

in active measurable terms, completed with clear objective

performance and achievable with given resources [13], The

standards of service should fit in with the needs of

customers. Standards which are too high or too low may

cause some customers to have an uncomfortable experience.

For customers, service standards are what they receive in

service activities; for employees, the service standards

are regulations of performance.

The service standards are a systematic approach by all

personnel. For instance, in a hotel, customers will meet a

door attendant, a frontdesk clerk and perhaps a gift-shop

clerk and waiter or waitress. They seldom see the room

20

attendant, house attendant and security force. However,

well-conceived service standards involve all of the

department's employees within front or back of the house.

Service standards should be developed by managers in

cooperation with employees [20].

Evaluating customer service. Evaluating customer

service is a process necessary to improve service quality.

Performance standards are developed based on the needs of

the customer. Actual performance must be measured against

these standards and regulations [20]. Customer feedback,

such as suggestions, complaints and survey responses are

sources for evaluation. Feedback from customers, employees

and even from competitors would help managers and

organizations to evaluate their performance and control the

system operations. Each organization has its strategy to

evaluate its performance. Data collection and

communication are necessary. The suggestion box,

communication with customers and other methods are used to

get needed information. Evaluation of service quality

gives feedback which can improve employee performance.

Service Quality Management in Chinese Tourism

Tourism is an umbrella term that includes part of the

hotel, restaurant, transportation and entertainment

21

business. Service quality is a crucial part of this

business and has an inseparable relationship with

management. It is difficult for a sizable business to be

successful without capable management. The management of

tourism in China has many problems which cannot be solved

in a short period. There are several areas in which the

Chinese government needs to improve if Chinese tourism is

to reach the international standards of service.

Natural resource management. Developing a tourism

industry is a long-term strategy. The natural scenery and

evidence of ancient civilization are a result of China's

history. As resources, they are attracting tourists to

visit China from all of the world. Preserving these

resources from pollution, human destruction and natural

weathering is a very serious problem in China. For

example, Guilin is a region of attractive scenery in

southern China. It is famous for mountains, rivers,

caverns and weathered limestone. Tourists are usually

surprised and pleased by its landscape. However, many

hotels and manufacturing facilities have been built during

last ten years [20]. These buildings have destroyed the

wonderful view and brought about serious pollution.

Even though tourism is a resource which can generate

profit, the leaders of Chinese tourism should understand

that lacking foresight will not keep the culture and beauty

22

of China if they do not invest in resource preservation.

The Chinese government needs to make laws for the

protection, maintenance and utilization of tourism

resources [2].

Both natural resource management and service quality

management are very important for tourism. The quality of

natural resource management influences customers' feelings

as strongly as service quality management. Customers will

evaluate each travel experience based on a combination of

natural resource and service quality.

Facility management. In contrast with the natural

resources, the Chinese government sees physical facilities

as the heart of tourism. So many hotels, restaurants and

facilities were built in the last ten years that a hotel's

occupancy rate would often be just 30.0% during the travel

season [21]. Some governors and local tourist officials

believe that facilities are the key part of tourism. It is

their concept that foreign tourists will arrive as soon as

once as hotels, restaurants and other facilities are

completed. They have never considered that managing

facilities is more difficult than building them.

Hotel, restaurant, transportation, communication, and

other facilities form a service system which is the

"hardware" of tourism industry. Those facilities cannot

bring benefit without managers and employees. Increasing

23

investment in facilities does not mean tourism can provide

high service quality instantly. Managing those facilities

efficiently and economically needs to become the basic and

urgent approach in Chinese tourism. Another problem

involves balance in planning. There is a shortage of

transportation and communication and a surplus of hotel

rooms [21].

Facility management has long term and short term

strategies. Some investment may not be returned quickly,

making maintenance costly. Effectively administration is a

major consideration of managers in China tourism.

Maintenance and service are not accidental. An

organization must first decide on the level of revenues and

profits first, then make the appropriate allowance for the

service and maintenance functions [22]. Good maintenance

will guarantee the good condition of the facilities and

reduce customer complaints.

Human resource management. Faster growth service

activities have contributed to faster growth of employment

in services. In China, there are more than 1.5 million

employees are working in tourism directly. Most of them

entered tourism in recent years after graduating from high

school [3]. These people have brought fresh blood to the

service industry; they are young, active and aggressive.

Training them to form a professional service team is a new

24

challenge to managers. In order to successfully set up a

qualified employee team, managers have to follow serial

steps. First, employees must develop the necessary level

of technical proficiency to perform specific tasks

properly. Second, employees must be instructed in personal

appearance and behavior toward customers. Finally, skills

in handing anticipated situations must be developed [20],

Normally, the impression given by Chinese employees is one

of coolness and a low service level [23] even though many

tourists find that the Chinese as a whole are very

friendly. It is an important task to make employees

understand that the behavior and attitude of service

personnel are a window on a country and that the customer's

satisfaction definitely determines the success of tourism.

Employees must know that excellent service is essential.

They must be well trained for solving problems. Customers

should not feel uncomfortable away from home.

Consequently, learning to handle difficult situations is

important,

Service in China has a long history, but the social

status of the service person have not been very high [24].

Since 1956, most of the work positions have been controlled

by the government. Chinese people could not choose or

change their profession. The people who worked in the

service industry felt they did not have an equal position

25

with manufacturing workers, university professors and

institution officials because salaries were lower than

theirs [24].

On the other hand, the Chines political systems had

rejected all western political systems and management

methods used in China since 1949. This situation was more

serious during the Cultural Revolution. Advanced

management systems were not employed in Chinese tourism

until 1978 [3]. In the last ten years, tourism has

provided high salaries and promotion opportunities in order

to attract thousands of young people. But it is very

difficult to set up the western service concept in China

because the old traditions and concepts could not change in

such a short time.

Job Satisfaction

Job satisfaction is one of the most important elements

which determine the effectiveness of work performance [25].

Many studies have been done on the definition of job

satisfaction, motivation of employees and the methods of

measuring job satisfaction. In an organization, people

work as an individual or a team. Many factors influence

job performance, including salary, welfare and

relationships with other people. Concerning the work

itself, everyone has different opinions and desires. One

26

of the first behavioral scientists (Masiow, 1943)

acknowledged that people have basic five needs hierarchy,

and "the lower level needs require satisfaction and thereby

affect behavior before higher level needs have an effect on

motivation" [25], Normally an individual will be motivated

to satisfy the need that is most important at a specific

time. Before the next level need becomes the most powerful

determinant of behavior, the lower-level need must first be

satisfied. The level of need is based on the person's

requirement. New workers hope for good working condition

but more experienced or mature employees may need

achievement. In a traditional theory of job satisfaction,

Ewen (1966) predicated that "if the presence of a variable

in the work situation leads to satisfaction, then its

absence will lead to job dissatisfaction" [26]. These

variables are not only related to salary, insurance,

welfare and working conditions, but also are related to

company policy, administration and supervisor's skills.

Turnover in organizations is a problem which is very

costly. A comfortable working environment for every

employee is based on analysis the factors which influence

job performance and individual desires.

Among the many research theories, Herzberg (1959)

presented his two-factor theory. He believed that some

factors do not lead to satisfaction and some do not lead to

27

dissatisfaction. According to Herzberg et al., "hygiene

factors" which are related to the working environment only

result in dissatisfaction or not dissatisfaction; the

"motivators" which are the nature of work itself only

result in satisfaction or not satisfaction [27], His

theory breaks down the factors into these two groups. Many

researchers did not agree with Herzberg. Miner (1976)

indicated that despite the popularity and appeal of these

theories, they had not been helpful in explaining why

people work [28] and the research which was done by

Soliman, Waters and Waters (1970, 1972) noted that there

was no support for the two-factor theory [29] [30]. These

different opinions and continuous arguments have existed

for a long period and continue to be a subject of research.

Job satisfaction is a complex subject which has

attracted sociologists, psychologists and many researchers

who concerned themselves with improving productivity and

human life style. In the hospitality industry, motivating

people and job satisfaction are related in many respects.

The purpose is to increase productivity and let people

enjoy their work life. The investigation of job

satisfaction should be based on the society and the work

environment.

Improving job satisfaction and thus productivity is a

big task for organizations. In order to attain objectives

28

effectively, the manager must both coordinate work and get

people to perform it. Job satisfaction is different from

job performance [31], Higher level job performance does

not mean higher level job satisfaction, but higher level

job satisfaction may bring higher level job performance.

Job satisfaction refers to a wide variety of activities

[31], the factors controlled by managers being only part of

them. Many factors come from outside of jobs and

organizations. Even though there are a variety of elements

for satisfying people and motivating workers, the following

study focused on a few major factors which have a direct

relationship to employees and affect job satisfaction in

Chinese tourism.

Work Itself and Working Condition

People choose a job for many reasons, for life, money

or fun. They can and do invest their money in a variety of

ways. They also can and do invest their personal resources

of time, talent, and energy in a variety of ways [32].

Most people are satisfied by work itself and working

conditions. Over a period time, interest in a job may go

up or down according to their desires and satisfaction

level. Few people would stay in a position very long if

they felt uncomfortable.

29

Salary

Money is the most visible way in which an organization

rewards its employees. It is assumed that greater pay will

lead to greater performance when people expect the pay

[33], Pay is one of the basic considerations of job

satisfaction. People need money even though they may have

different opinions about it. The money is related to job

satisfaction, but not always to job performance.

Increasing pay may or may not lead higher performance

because working conditions and relationships with managers

influence the job performance (no dissatisfaction).

Decreasing pay will usually lead to lower performance

(dissatisfaction). According to Herzberg's two-factor

theory, salary belongs to the "hygiene factors."

Participation

Participation is often called participating decision

making (PDM). In organizations, there are many decisions

to be made by managerial personnel daily. Employees are

very concerned about the outcome of decisions which have

affected their job. Many employees agree that if they are

allowed to participate in the decision-making process when

it affects their work directly, they would work harder and

do a better job [34]. It is possible that the actual

participation in the decision is more important than the

30

results of the decision itself. This procedure is most

important and leads employees to believe that they are

important to the organization.

Setting Goals

One of the fundamental performances in an organization

is setting goals for employees. Goal setting has a very

close relationship with productivity. It increases

performance by focusing the person's efforts on specific

activities. For the well educated employees, a challenging

goal and responsibility are related to actual performance.

For the less educated, performance improvement depends on

goal clarity and goal feedback [35]. Some employees feel

that they have greater ability than their current job

requires. Consequently, setting ambitious goals results in

better overall performance than setting easy ones. Goal

setting is the responsibility of upper-level managers.

General training in setting goal is necessary because the

organizational strategy constantly changes due to job

performance and the changing markets.

Team Building

Team building is very important to service industry.

The basic idea behind team building is to help a work group

learn the skills and processes to evaluate behavior in the

31

group and develop action steps to enhance their

effectiveness [36], People working together may have

conflicts during the job. Team building programs are

helpful in building an effective harmonious group

atmosphere, thereby increasing group dynamics and attaining

the goals of the organization.

Reward and Recognition

The external rewards tied to performance are pay,

promotion, and recognition. Once high performance has been

demonstrated, rewards become important as inducements to

continue [37], In the organization, an important reward

for most employees is recognition. Getting a new project,

being given more responsibility and being promoted may be

considered recognition. Employees feel a sense of

achievement based on attaining a certain level of

excellence, pride in accomplishment and feelings of

success.

CHAPTER III

METHODS AND PROCEDURES

Questionnaires

For the purpose of this study, two different

questionnaires were designed. The first one concentrated

on service quality in the Chinese tourism industry. This

questionnaire consisted of twenty questions, which treated

the principal aspects that tourists might be concerned with

while they were travelling in China, The population was

divided into two parts: foreign tourists and local Chinese

tourists. The questionnaire for foreign tourists was

written in English and the one for local Chinese tourists

was translated into Chinese (Appendix A). The categories

of questions for both foreign tourists and local Chinese

tourists included: gender, age, number of visits and

reasons for visit. The questionnaire for foreign tourists

had one more category: nationality.

The second questionnaire focused on employee job

satisfaction in the Chinese tourism industry. This

included all kinds of service activities, such as hotels,

restaurants, shopping centers, transportation and so on.

The questions concentrated upon the principal aspects that

Chinese employees might be concerned with on their jobs.

32

33

This questionnaire consisted of twenty questions (Appendix

B). Some of the questions were taken from the Minnesota

Job Satisfaction Questionnaire (Appendix C), and others

were added by the writer. The population for the survey of

job satisfaction were Chinese employees. The original

survey questionnaire was written in English, then

translated into Chinese for use in China. The survey had

four categories: gender, age, education level and work

experience.

The questionnaire was a six-level liberty type with

responses ranging from "0" to "5." The definition of

responses are:

0 = Does not apply 1 = Very poor 2 = Below average

3 = Average 4 = Good 5 = Excellent.

Subjects

In the service quality survey, the population consisted

of foreign tourists who were from outside China and were

not Chinese citizens and local Chinese tourists who were

Chinese citizens living in China.

In the job satisfaction survey, subjects selected were

Chinese employees working in tourism in three major cities:

Beijing, Shanghai and Guangzhou. Places of employment

included hotels, restaurants, transportation, shopping

centers, communication and other service departments.

34

Regions of Selection

Beijing, as the capital of the People's Republic of

China, is the center of the country's political, economy

and culture. Tourist spots, such as the Great Wall, the

Forbidden City and the Summer Palace make Beijing an

attractive tourist site. Shanghai is the largest industry

and commercial city in China, as well as one of the most

important financial markets in the world. Guangzhou,

located in South China, is only 100 miles from Hong Kong.

Its location allowed it to become the most westernized city

in China. Many big hotels, like the Sheraton, Holiday Inn,

Jingan Hotel and White Swan Hotel, have been built in these

three cities in the past decade. These hotels and many

other facilities provide many opportunities for jobs.

These three cities were chosen for job satisfaction survey

in Chinese tourism because most tourists are found there.

Procedures

The survey questionnaires were delivered to China in

December 1989 and were returned in June 1990. The

questionnaire for Chinese citizens was translated into

Chinese in the United States. In each city, a

representative had the responsibility for distributing the

questionnaires and collecting them. The representatives

were Mr. Gia Quanhua in Beijing; Mr. Xu Rong in Shanghai

35

and Mr. Tan Li in Guangzhou. These men went to the most

important hotels, restaurants and tourist areas in these

cities to talk with the managers and service people who

worked over there and distributed the questionnaires to

them. Most of the people mailed the questionnaires to the

representatives after they finished them. A few of them

finished them on the site.

Some questionnaires for foreign tourists were collected

in the United States. Twenty Texas Tech faculty members

who visited China from 1987-1988 answered the questionnaire

and mailed back to me from January to March, 1990. Eight

engineers filled out the questionnaires in Silicon Valley,

California, after they returned from China in March, 1990.

Questionnaires were warmly received by foreign

tourists, local Chinese tourists and Chinese employees. An

employee wrote down on his questionnaire: "I have never

seen this kind of questionnaire before, I really need it."

The return rate for foreign tourists was 74.7%; for local

Chinese tourists was 83.3% and for employees was 80.0%.

Analysis of Data

The data were analyzed by three statistical methods: by

frequency, by percentage and by the use contingency table.

A frequency distribution presents the score values and

their frequency of occurrence [38]. Each element of the

36

percentage was the result of the each frequency divided by

total respondents.

A contingency table is a two-way table showing the

relationship between two variables [39], In this study,

the contingency table was used to analyze the relationship

between foreign tourists and local Chinese tourists. The

tables contain the data bearing on the contingency between

classification of tourists and the attitude toward the

questions. The hypothesis states that there is no

relationship between the two populations. If this is true,

the proportion of foreign tourists for each category is the

same as the proportion of local Chinese tourists. It shows

that the foreign tourists and local Chinese tourists have

the same attitude toward the questions. The alternative is

that foreign tourists and local Chinese tourists do differ

in their attitudes toward the questions.

At o< =0,05 and df = 5, because contingency table is 2

X 6, the table value is 11,070, When the value of

contingency table for each question is less than the table

value (11.070), it indicates that foreign tourists and

local Chinese tourists do have same attitude toward this

question. If the result of the contingency table is

greater than the table value (11.070), it means foreign

tourists and local Chinese tourists differ in their

attitude toward this question.

CHAPTER IV

RESULTS AND ANALYSIS

Service Quality Survey

Responses of Foreign Tourists

One hundred and fifty questionnaires were sent to

foreign tourists and 112 were returned for a return rate

of 74,7%, Figure 4.1 and Figure 4,2 illustrate the

frequency distributions of various groups. More than twice

as many males (68,8%) than females responded (31,3%). The

majority of business people and investors who visited China

were male, thus the large number of male respondents. The

number of visits were divided into two parts, those who

visited under three times averaged 55.4%, and those who

visited over three times averaged 44.6%. Age-groups were

broken down into six segments: 20-30 (7.1%), 31-40 (26.8%),

41-50 (32.1%), 51-60 (21.4%), over 60 (3.6%) and others who

did not reply to the question (8.9%). The analysis of the

survey results concentrated on the age-groups from 30-60

because the other two age-groups' size was small. The

nationality category included: American (36.6%), Japanese

(19,6%), Canadian (7.1%), British (8.0%), German (5.4%),

French (5.4%), H.K. (8.9%) and others who did not reply

(8.9%). Three groups, American, Japanese and others, will

37

38

100

80

60

40

20

0

_ 7 7 ( 6 8 • . 8 % )

3 5 ( 3 1 .3%)

100

80

60

40

20

0

62((55.4%) 50((44.6%)

Male Female Under 3 Over 3

GENDER NUMBER OF VISITS

5 0 I

40

30

20

10

0

3 6 ( 3 2 . 1 % ) Of) I tyc 0 0 / \ o\j \ ct

8 ( 7 . 1 % )

\J • \J fQ

2 4 ( 2 1 . 4 % )

4 ( 3 . 6 % ) 1 0 ( 8 . 9 % )

20-30 31-40 41-50 51-60 Over60 *Others

AGE-GROUP

Total respondents: 112 * = Does not apply

Figure 4.1 Distribution of Characteristics of Foreign Tourists (Gender, Age-group and Number of Visits) in China

39

50

40

30

20

10

41(36,6%)

22(19,6%) 10(8,9%)

9(8.0%) 10(8,9%) 8(7,1%) . . 6(5,4%)6(5.4%)

American Japanese Canadian British German French HK.*Others

50

40

30

20

10

0

NATIONALITY

50(44.6%)

40(35,7%)

12(10.7%) 10(8.9%)

Tourist Business Exchanging Program *Others

REASONS FOR VISIT


Figure 4.2 Distribution of Characteristics of Foreign Tourists (Nationality and Reasons for Visit) in China

40

be analyzed later. The reasons for visiting China were:

tourist (35,7%), business (44,6%), exchange program (10,7%)

and others (8,9%). The last two groups were merged for

analysis.

Table 4.1 reports the satisfaction level of foreign

tourists with Chinese tourism by using percentage and

frequency. Responses from "0" to "5" indicate these

levels. With this table, the overview of survey will be

presented explicitly.

Nearly one-half (47.3%) of the respondents answered

"below average" and 28,6% answered "average" about the

service quality of travel agencies (Ql), Regarding dining

room service quality (Q2), 45,5% reported "below average"

and 36.6% reported "average." When evaluating front desk

service quality (Q3), 40,2% were "below average," 22,3%

were "average" and 18,8% were "good."

Questions 4 to 6 were concerned with cleanliness of

rooms, restrooms and public areas in hotels. In total

respondents, 66.9% indicated that room cleanliness in

hotels (Q4) was between "average" and "below average." The

majority of respondents (52.7% and 35.7%) pointed out the

cleanliness of restrooms (Q5) was "very poor" and "below

average." Cleanliness of public areas in hotels (Q6) was

better than rooms and restrooms, with one-half (48.2%) of

total respondents answering "average" and one-quarter

41

Table 4,1 Responses to Service Quality Survey by Foreign Tourists Concerning Chinese Tourism

Total Respondents: 112

0 1 2 3 4 5 P (f) P (f) P (f) P (f) P (f) P (f)

Ql 5,4%(6) 5.4%(6) 47,3%(53) 28,6%(32) 8.0%(9) 5.4%(6)

2 3.6%(4) 45.5%(51) 36.6%(41) 8,9%(10) 5.4%(6)

3 15,2%(17) 40,2%(45) 22,3%(25) 18.8%(21) 3.6%(4)

4 15.2%(17) 22.3%(25) 44.6%(50) 13,4%(15) 4.5%(5)

5 52,7%(59) 35.7%(40) 6.3%(7) 5.4%(6)

6 4,5%(5) 13.4%(15) 48.2%(54) 25.0%(28) 8.9%(10)

7 12.5%(14) 45.5%(51) 21.4%(24) 20.5%(23)

8 55,4%(62) 26.8%(30) 13.4%(15) 4.5%(5)

9 10,7%(9) 26,8%(30) 36.6%(41) 17.0%(19) 8.9%(10)

10 44,6%(50)41,2%(4.6) 8.9%(10) 5.4%(6)

11 38,4%(43) 38,4%(43) 17,9%(20) 5.4%(6)

12 45,5%(51) 39.3%(44) 15.2%(17)

13 17,9%(20)15,2%(17) 26.8%(30) 19,6%(22) 15.2%(17) 5.4%(6)

14 7,1%(8) 22,3%(25) 42,8%(48) 24.1%(27) 3.6%(4)

15 19.6%(22) 36,6%(41) 38,4%(43) 5.4%(6)

16 22.3%(25) 21.4%(24) 38.4%(43) 8.9%(10) 8.9%(10)

17 8.9%(10) 6.3%(7) 19.6%(22) 42.9%(48) 18.8%(21) 3.6%(4)

18 4,5%(5) 5.4%(6) 16.1%(18) 42.9%(48)31.3%(35)

19 8.9%(10) 18.8%(21) 43.8%(49) 24.1%(27) 4.5%(5)

20 14.3%(16) 20.5%(23) 48.2%(54) 12.5%(14) 4.5%(5)

P f Q

= Percentage = Frequency = Questions

0 = Does not apply 1 = Very poor 2 = Below average

3 = Average 4 = Good 5 = Excellent

42

answering "good." Overall transportation service (Q7) was

"below average" (45,5%), The plane and train on-time

performance (Q8) rated "very poor" (55,4%) and "below

average" (26.8%), For room and tickets reservation service

(Q9) 26,8% of respondents thought it "very poor" and "below

average" (36,6%), 10,7% did not answer.

Convenience for handicap persons (QIO) was reported

"does not apply" (44.6%), or was "very poor" (41.2%).

Service quality in stores and shops (Qll) was "very poor"

(38,4%) and "below average" (38,4%). Communication

services (Q12) were "very poor" (45.5%), "below average"

(39.3%) and "average" (15.2%). Question 13 concerned

health service in China, Tourists gave almost equal points

to each level.

Questions 14 to 17 concerned the helpfulness of hotel

employees, taxi drivers, travel guides and clerks in stores

and shops. For question 14, the helpfulness of hotel

employees was rated "average" (42,8%) and "good" (24.1%).

Taxi drivers (Q15) were "below average" (36.6%) and

"average" (38.4%). Helpfulness of clerks in stores and

shops (Q16) was not good, with 22.3% (very poor), 21.4%

(below average) and 38,4% (average) were reported. For

travel guides (Q17), there were 8,9% (does not apply),

19.6% (below average), 42.9% (average) and 18.8% (good) on

the survey.

43

Attractiveness of tourist areas (Q18) was very highly

praised as "good" (42,9%) and "excellent" (31.3%).

Effectiveness and helpfulness of tour books (Q19) obtained

"average" (43,8%) and "good" (24,1%), The final question,

overall evaluation of service for tourists (Q20) was

"average" (48.2%).

Statistics on Table 4.1 indicated that the service

quality in China tourism was "average" and "below

average," To obtain a more precise evaluation for Chinese

tourism. Table 4,2 was produced through a serious of

calculations,

Table 4,2 expresses the scores (P*) of each question by

analysis the total respondents' attitude. On the basis of

the grades from "0" to "5" representing the satisfaction

level of tourists. Level "0" gets zero point because it

means "does not apply." Level "1" gets one point, level

"2" gets two points and so on. The highest level, "5,"

gets the full score. The obtained score (OS) for each

question was determined by summing up the scores of each

level. Full score (FS) is obtained by multiplying total

respondents times "5." The result of each question is

shown by percentage: P* = OS / FS X 100%, The scores are

defined as follows: 0 to 20,0% is between "does not apply"

and "very poor"; 20.1% to 40.0% is between "very poor" and

"below average"; 40.1% to 60,0% is between "below average"

44

Table 4,2 Percentage Ranking of Quality Perceptions by Foreign Tourists in China

Total respondents: 112 Full score: 112 X 5 = 560

0 1 2 3 4 5 OBTAIN OS/FS fXO fXl fX2 fX3 fX4 fX5 SCORE XI00% P*

Ql 6X0 + 6X1 +53X2 +32X3 + 9X4 + 6X5 = 274 274/560 = 48.9%

4X1 +51X2 +41X3 +10X4 + 6X5 = 299 299/560 = 53.4%

17X1 +45X2 +25X3 +21X4 + 4X5 = 286 286/560 = 51,1%

17X1 +25X2 +50X3 +15X4 + 5X5 = 302 302/560 = 53.9%

59X1 +40X2 + 7X3 + 6X4 = 184 184/560 = 32.9%

5X1 +15X2 +54X3 +28X4 +10X5 = 359 359/560 = 64.1%

14X1 +51X2 +24X3 +23X4 = 280 280/560 = 50.0%

8

9

10

11

12

13

14

15

16

17

18

19

20

9X0

50X0

20X0

10X0

62X1

+ 30X1

+ 46X1

43X1

51X1

+ 17X1

8X1

22X1

25X1

+ 7X1

5X1

10X1

16X1

+ 30X2

+ 41X2

+ 10X2

+ 43X2

+44X2

+ 30X2

+ 25X2

+41X2

+ 24X2

+ 22X2

+ 6X2

+ 21X2

+ 23X2

+ 15X3

+ 19X3

+ 6X3

+ 20X3

+ 17X3

+ 22X3

+48X3

+43X3

+ 43X3

+ 48X3

+ 18X3

+ 49X3

+ 54X3

+ 5X4

+ 10X4

+ 6X4

+ 17X4

+ 27X4

+ 6X4

+ 10X4

+ 21X4

+ 48X4

+ 27X4

+ 14X4

+ 6X5

+ 4X5

+ 10X5

+ 4X5

+ 35X5

+ 5X5

+ 5X5

=

=

=

=

=

=

=

=

=

=

=

Z!

=

187

209

84

213

190

241

330

257

292

263

438

332

305

187/560

209/560

84/560

213/560

190/560

241/560

330/560

257/560

292/560

263/560

438/560

332/560

305/560

=

=

=

=

=

3

=

=

=

~

=

^

=

33.

37,

15,

38.

33,

43,

58,

45,

52,

47,

78,

59,

54,

,4%

,3%

, 0%

, 0%

.9%

. 0%

.9%

.9%

. 1%

. 0%

.2%

.3%

.5%

f = Frequency FS = Full score (112 X 5 = 560) Q = Questions OS = Obtain score 0,1,2,3,4 and 5 = Grades P* = Percentage

45

and "average"; 60.1% to 80.0% is between "average" and

"good"; 80% to 100% is between "good" and" excellent." As

seen in Table 4.2, the attractiveness of tourist areas

(Q18) won the highest score (78.2%), Following are

question 6: cleanliness of public areas in hotel (64.1%),

question 19: effect and helpfulness of tour books (59.3%),

and question 14: helpfulness of hotel employees (58.9%).

The lowest score is Question 10: convenience for handicap

persons with 15.0%, Many people thought it did not apply

at all or was not available. The second lowest is question

5: cleanliness of restroom (32,9%). Following are question

8: plane and train on-time performance (33.4%), and

question 12: communication services (33.9%). For the

overall evaluation of service for tourists (Q20), the score

(54.5%), which is between "below average" and "average",

agreed with Table 4,1.

On analyzing the twenty questions, the four questions

which got the lowest scores are QIO (15%), Q5 (32.9%), Q8

(33,4%) and Q12 (33,9%); the four questions with highest

scores are Q18 (78.2%), Q6 (64.1%), Q19 (59.3%) and Q14

(58.9%). These questions reflect the problems of Chinese

tourism from different aspects. For further discussion.

Table 4.3 to Table 4.10 examine the eight questions when

compared to demographic factors.

46

Table 4.3 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Convenience tor Handicapped Persons

* * * * * * * * * * * * PERCENTAGE(%) * * * * * * * * * * *

Categories

Gender Male Female

0

41.6% 51.4%

46.8% 28.6%

7.8% 11.4%

3.9% 8.6%

N

(77) (35)

Age 31-40 41-50 51-60

Nationality American Japanese Other Countries

53 44 58

3% 4% 3%

48.8% 45.5% 40.8%

46.6% 41.7% 29.2%

36.6% 36.4% 46.9%

13.9% 4.2%

9.8% 9.1% 8.2%

8.3%

4.9% 9.1% 4.1%

(30) (36) (24)

(41) (22) (49)

Number of Visits Under 3 Times Over 3 Times

45 .2% 4 4 . 0 %

40 .3% 42 .0%

9.7% 8 .0%

4.8% 6.0%

( 6 2 ) ( 5 0 )

Reason for Visit Tourist 47.5% Business 40.0% Other Purposes 45,5%

37,5% 48,0% 36,4%

10.0% 8.0% 9.1%

5.0% 4.0% 9.1%

(40) (50) (22)

Question 10: Convenience for handicapped persons.

N = Total respondents 0 = Does not apply 1 = Very poor 2 = Below average


47

Table 4,4 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Cleanliness of Restrooms

* * * * * * * * * * * : ^ PERCENTAGE(%) * * * * * * * * * * *

Categories 0 N

Gender Male Female

49.4% 60.0%

39.0% 28.6%

6.5% 5.7%

5.2% 5.7%

(77) (35)

Age 3 1 - 4 0 4 1 - 5 0 5 1 - 6 0

6 0 . 0 % 6 1 . 1 % 6 6 , 7 %

30.0% 27.8% 25,0%

6,7% 8.3% 4.2%

3,3% 2.8% 4.2%

(30) (36) (24)

Nationality American 53.7% 39.0% 4.9% 2.4% Japanese 59.1% 22.7% 9.1% 9.1% Other Countries 49.0% 38.8% 6.1% 6.1%

(41) (22) (49)

Number of Visits Under 3 Times 51.6% 37.1% 6.5% 4.8% Over 3 Times 54,0% 34.0% 6.0% 6.0%

(62) (50)

Reason for Visit Tourist 55,0% 32.5% 7.5% 5.0% Business 48.0% 40.0% 6.0% 6.0% Other Purposes 59.1% 31.8% 4.5% 4.5%

(40) (50) (22)

Question 5: Cleanliness of restrooms.



48

Table 4,5 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Plane and Train On-time Performance

* * * * * * * * * * * * PERCENTAGE(%) * * * * * * * * * * *

Categories 0 N

Gender Male Female

53,2% 60.0%

24.7% 31.4%

16.9% 5.7%

5.2% 2.9%

(77) (35)

Age 31-40 41-50 51-60

66 ,7% 66 .7% 62 ,5%

1 3 . 3 % 1 6 . 7 % 1 6 . 7 %

16 .7% 16 .7% 16 .7%

3.3%

4.2%

(30) (36) (24)

Nationality American 56.1% Japanese 50.0% Other Countries 57.1%

2 9 . 3 % 3 1 . 8 % 2 2 . 4 %

7.3% 13.6% 18.4%

7.3% 4.5% 2.0%

(41) (22) (49)

Number of Visits Under 3 Times 33.9% 43.5% 16.1% 6.5% Over 3 Times 82.0% 6.0% 10.0% 2.0%

(62) (50)

Reason for Visit Tourist 50.0% 25.0% 17.5% 7.5% Business 64.0% 24.0% 10.0% 2.0% Other Purposes 45.5% 36.4% 13.6% 4.5%

(40) (50) (22)

Question 8: Plane and train on-time performance



49

Table 4.6 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Communication Services

* * * * * * * * * * * * PERCENTAGE(%) * * * * * * * * * * *

Categories 0 N

Gender Male Female

48,1% 40,0%

44.2% 28.6%

7.8% 31.4%

(77) (35)

Age 31-40 41-50 51-60

50.0% 47,2% 33,3%

3 3 . 3 % 3 6 . 1 % 4 1 . 7 %

1 6 . 7 % 16 .7% 2 5 . 0 %

(30) (36) (24)

Nationality American 46.3% 36.6% Japanese 40.9% 40.9% Other Countries 47.0% 40.8%

17.1% 18.2% 12,2%

(41) (22) (49)

Number of Visits Under 3 Times 32.3% 42.0% 25.8% Over 3 Times 62.0% 36.0% 2.0%

(62) (50)

Reason for Visit Tourist 42.5% 37.5% 20,0% Business 46.0% 38,0% 16,0% Other Purposes 50,0% 45.5% 4.5%

(40) (50) (22)

Question 12: Communication services



Table 4,7 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Attractiveness of Tourist Areas

50

* * * * * * * * * * * * PERCENTAGE(%) * * * * * * * * * *

Categories

Gender Male Female

Age 31-40 41-50 51-60

0

3,9% 5.7%

3 2 4

3% 8% 2%

5.2% 5,7%

3 2 4

3% 8% 2%

13.0% 22.9%

10 .0% 16 ,7% 1 6 . 7 %

4 5 . 5 % 3 7 . 1 %

46 .6% 50 .0% 50 .0%

32 28

5% 6%

36.6% 27,8% 25.0%

N

(77) (35)

(30) (36) (24)

Nationality American 4,9% 4 Japanese 4,5% 9 Other Countries 4.1% 4

9% 1% 1%

14.6% 18.2% 16.3%

34.1% 45.5% 49.0%

41 22 26

5% 7% 5%

(41) (22) (49)


4 4

8% 0%

6 4

5% 0%

16.1% 16.0%

35.5% 52.0%

37.1% 24.0%

(62) (50)

Reason for Visit Tourist Business Other Purposes

2 6 4

5% 0% 5%

7 4 4

5% 0% 5%

10.0% 18.0% 22.7%

42.5% 44.0% 40.9%

37.5% 28.0% 27.3%

(40) (50) (22)

Question 18: Attractiveness of tourist areas.



51

Table 4,8 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Cleanliness of Public Areas in Hotels

* * * * * * * * : , { * * * PERCENTAGE (% ) * * * * * * * * * * *

Categories

Gender Male Female

Age 31-40 41-50 51-60


3.9% 5.7%

3.3% 2.8% 8,3%

4 , 9 % 4 , 5 % 4 . 1 %

1 4 . 3 % 11 .4%

10 .0% 1 6 , 7 %

4 . 2 %

1 2 . 2 % 13 .6% 1 4 . 3 %

45 .5% 54 ,3%

63 .3% 50 .0% 66 .7%

4 8 . 8 % 4 0 . 9 % 51 .0%

2 8 . 6 % 1 7 . 1 %

16 .7% 25 .0%

8 .3%

26.8% 27 .3% 22 .4%

7.8% 11 .4%

6.7% 5.6%

1 2 . 5 %

7 . 3 % 13 .6%

8.2%

N

( 7 7 ) ( 3 5 )

( 3 0 ) ( 3 6 ) ( 2 4 )

( 4 1 ) ( 2 2 ) ( 4 9 )


3.2% 6.0%

1 1 , 3 % 16 ,0%

53 .2% 42 .0%

29 .0% 20 .0%

3.2% 16 .0%

( 6 2 ) ( 5 0 )


5,0% 4 ,0% 4 ,5%

1 2 , 5 % 16 ,0%

9 . 1 %

40 .0% 52 .0% 54 .5%

35 .0% 20 .0% 18 .2%

7.5% 8.0% 13.6%

(40) (50) (22)

Question 6: cleanliness of public areas in hotels.



52

Table 4.9 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Effectiveness of Tour Books

* * * * * * * : ( c * * * * * PERCENTAGE(%) * * * * * * * * * *

Categories 0 N

Gender Male Female

Age 31-40 41-50 51-60




10.4% 5,7%

6,7% 11,1% 12.5%

7.3% 9.1%

10.2%

9.7% 8,0%

5,0% 10.0% 13.6%

22,1% 11,4%

20,0% 16.7% 16,7%

9.8% 13.6% 28.6%

17.7% 20.0%

15.0% 26.0% 9.1%

39.0% 54.3%

50.0% 44.4% 41,7%

43,9% 54.5% 38.8%

46.8% 40.0%

47.5% 38.0% 50.0%

24.7% 22.9%

20.0% 22.2% 25.0%

34.1% 18.2% 18.4%

19.4% 30.0%

27.5% 22.0% 22.7%

3.9% 5.7%

3.3% 5.6% 4.2%

4.9% 4.5% 4.1%

6.5% 2.0%

5.0% 4.0% 4.5%

(77) (35)

(30) (36) (24)

(41) (22) (49)

(62) (50)

(40) (50) (22)

Question 19: Effectiveness and helpfulness of tour books.



53

Table 4.10 Responses to Service Quality Survey Concerning Chinese Tourism by Foreign Tourists Related to Helpfulness of Hotel Employees

* * * * * * * * * * : l c : , c PERCENTAGE(%) * * * * * * * * * * *

Categories N

Gender Male Female

Age 31-41-51-

-40 -50 -60

5.2% 1 1 . 4 %

6.7% 5.6% 8.3%

2 4 . 7 % 1 7 . 1 %

2 3 . 3 % 2 5 . 0 % 1 6 , 7 %

4 8 , 1 % 31 .4%

43 .3% 4 7 . 2 % 45 .8%

2 2 . 1 % 28 ,6%

2 3 , 3 % 19 .4% 25 .0%

11.4%

3.3% 2.8% 4.2%

(77) (35)

(30) (36) (24)

Nationality American 7.3% Japanese 9.1% Other Countries 6.1%

2 6 . 8 % 2 2 . 7 % 1 8 . 4 %

4 3 . 9 % 4 5 . 5 % 4 0 . 8 %

1 9 . 5 % 18 .2% 30 .6%

2.4% 4.5% 4.1%

(41 ) (22) (49)


9.7% 4 .0%

3 0 . 6 % 1 2 , 0 %

35 .5% 52 .0%

22.6% 26 .0%

1.6% 6.0%

( 6 2 ) ( 5 0 )


5.0% 8.0% 9 . 1 %

2 5 . 0 % 2 4 . 0 % 1 3 . 6 %

42 .5% 42 .0% 45 .5%

25 .0% 24 .0% 22 .7%

2.5% 2.0% 9.1%

(40) (50) (22)

Question 14: Helpfulness of hotel employees.



54

Table-4,3 concerns question 10: convenience for

handicapped persons. Almost one-half of the respondents

pointed out that it "does not apply," The responses on

"very poor" level are over one-third. No one reported

"good" and "excellent," This should help the Chinese

government recognize the need to provide essential

facilities in public areas for the handicapped. It will

benefit not only the Chinese handicapped but also the image

of China,

Table 4,4 concerns cleanliness of restroom (Q5); 88.4%

male and 88.6% female respondents thought the cleanliness

of restrooms was "very poor" and "below average." In other

categories, almost all of respondents agreed with this

view. Those rating restroom cleanliness "very poor" or

"below average" were 31-40 (90,0%), 41-50 (88.0%) and 51-60

(91.7%) in "age" category; American (92.7%), Japanese

(81.8%) and others (87,8%) in "nationality" category; those

who visited under three times (88.7%) and over three times

visiting (88.0%) in "number of visits" category; and

tourist (87.5%), business (88.0%) and other purposes

(90.9%) in "reason for visit" category. The result of

survey indicated that a high priority for the Chinese

hospitality industry should be to make all restrooms clean

and convenient.

55

Concerning plane and train on-time performance (Q8),

over one-half of the respondents in major categories rated

it "very poor" (Table 4.5), especially in the group which

visited over three times (82.0%), It is evident that there

is a gap between Chinese transportation service and western

standards. On-time performance is important for service

quality.

Table 4.6 is concerned with communication services

(Q12). Male tourists (48,1%), 31-40 (50,0%), 41-50 (47.2%)

the group which visited over three times (62.0%), business

travel group (46.0%) and other purposes group (50.0%) had

"very poor" feelings about communication services, 31.4% of

female tourists, 25,0% of 51-60 age-group and 25.8% of the

group which visited under three times reported "average" to

the question. This result indicates that the communication

situation, which is one of the most important foundations

of economic development, should be further improved.

After analyzing the four lowest scoring questions, the

four highest scores should be examined. Question 18 is the

first to be discussed (Table 4.7). Attractiveness of

tourist area (Q18) was admired by almost all of foreign

tourists, 78.0% of male tourists and 65.7% of female

tourists thought these areas were "good" and "excellent."

Among age groups the scores were also very high, 31-40

(83.2%), 41-50 (77.8%) and 51-60 (70.5%) noted "good" and

56

excellent," In the nationality category, American

tourists (41,5%) were more impressed with the scenery of

China than Japanese tourists (22,7%) and other countries

tourists (26.5%). Concerning the number of visits, the

group which visited under three times averaged 72.6% and

the group which visited over three times averaged 76.0% at

the "good" and "excellent" levels. In reasons for visit

category, Tourist (37.5%) were more interested than

businessmen (28,0%) and other purpose (27,3%). This

indicates that the Chinese tourism resources are very rich

and attractive and the government should use them

positively and protect them from pollution.

Table 4.8 concerns the cleanliness of public areas in

hotels (Q6), Most groups in each category selected the

"average" level. In big hotels, the public areas are very

pretty; unfortunately some small hotels do not meet

customers' requirements.

When asked about the effectiveness and the helpfulness

of tour books (Q19), 63.7% of males and 77,2% of females

indicated that they were between "average" and "good"

(Table 4.9), Among the age-group, the attitudes are almost

same with "average" and "good," 31-40 (70.0%) 41-50 (66.6%)

and 51-60 (66,7%), In the nationality category, 78.0% of

American tourists and 72.7% of Japanese tourists felt

better than other countries (57.2%), because most of the

57

tour books are printed in Chinese, English and Japanese.

These positive attitudes indicated that the Chinese

government has made great efforts to respond to the need of

tourists,

As reported in Table 4.10, the helpfulness of hotel

employees (Q14) was rated "average." Male tourists (48.1%)

reported a higher score than female tourists (31.4%) and

the group which visited over three times (52.0%) reported a

higher score than the group which visited under three times

(35.5%), Increasing productivity and service quality is

important and depends on well trained and skilled

employees,

From the results of statistics, the foreign tourists

were not satisfied with service quality of Chinese tourism

industry in most areas. The level of service quality was

between "below average" and "average."

Responses of Local Chinese Tourists

One hundred and fifty questionnaires were sent to local

Chinese tourists and 125 were returned for a return rate of

83.3%. Figure 4.3 and Figure 4,4 illustrate the frequency

distributions of various groups.

In the gender category males (55.2%) is slightly higher

than females (44.8%). The age-group category was broken

into six groups: 20-30 (39.2%), 31-40 (21.6%), 41-50

58

80

60

40

20

0

69(55.2%)

56(44.8%)

Male Female

50

40

30

20

10

0

49(39.2%)

GENDER

27(21,6%) 21(16.8%)

17(13.6%)

6(4.8%) 5(4.0%)

20-30 31-40 41-50 51-60 Over60 *Others

AGE-GROUP


Figure 4.3 Distribution of Characteristics of Local Chinese Tourists (Gender and Age-group)

59

60

50

40

30

20

10

0

2 4 ( 1 9 , 2 % )

U n d e r 3

59(47.2%)

22(17,6%) 20(16.0%)

3-10 Over 10 *Others

NUMBER OF VISITS

50

40

30

20

10

0

40(32,0%) 45(36,0%)

24(19,2%)

16(12,8%)

Tourist Business Visiting Family or Friend

*Others

REASONS FOR VISIT


Figure 4.4 Distribution of Characteristics of Local Chinese Tourists (Number of Visits and Reasons for Visit)

60

(16,8%), 51-60 (13,6%), over 60 (4.8%) and others who did

not report age (4.0%), The number of visits category had

four groups: those who visited under three times (19,2%),

those who visited three to ten times (47.2%), those who

visited over ten times (17,6%) and others who did not

answer (16,0%), Almost one-half of the respondents were in

the group which visited three to ten times. The reasons

for visiting were tourist (32,0%), business (36.0%),

visiting family or friends (19.2%) and no reply (12.8%).

Table 4.11 illustrates the satisfaction of local

Chinese tourists with China tourism by using percentages

and frequencies. The satisfaction levels used in Table 4.11

are the same as used in Table 4.1. Regarding the service

quality of the travel agency in (Ql) 39.2% and 24.0%

respondents answered "below average" and "average" and

10,4% answered "does not apply." Dining room service

quality (Q2) was rated "below average" (43.2%) and

"average" (32.8%). Front desk service quality (Q3), was

judged "average" (41,6%) and "below average" (28.8%).

Question 4 concerns cleanliness of hotel rooms. Among the

total respondents, 64.0% indicated that it was "average" or

"below average," Restroom cleanliness (Q5) was thought

"very poor" (48.8%) and "below average" (33.6%).

Cleanliness of public areas in hotel was much better, and

had an "average" (41.6%). Overall transportation service

61

Table 4,11 Responses to Service Quality Survey by Local Chinese Tourists Concerning Chinese Tourism


0 P (f) (f)

2 P (f) (f)

4 P (f)

5 P (f)

Ql 10,4%(13) 7,2%(9) 39.2%(49) 24.0%(30) 15.2%(19) 3,2%(4)

2 4.8%(6) 43.2%(54) 32.8%(41) 15,2%(19) 4.0%(5)

3 12.8%(16) 28,8%(36) 41.6%(52) 12,8%(16) 4,0%(5)

4 17.6%(22) 22.4%(28) 41.6%(52) 14,4%(18) 4.0%(5)

5 48.8%(61) 33,6%(42) 12,0%(15) 5,6%(7)

6 12.0%(15) 21.6%(27) 41.6%(52) 15.2%(19) 9,6%(12)

7 19,2%(24) 42,4%(53) 20,8%(26) 17,6%(22)

8 48,0%(60) 33.6%(42) 14,4%(18) 4.0%(5)

9 24,0%(30)32,8%(41) 23.2%(29) 15.2%(19) 4.8%(6)

10 40.4%(58)43,2%(54) 5,6%(7) 4.8%(6)

11 41.6%(52) 36.0%(45) 17.6%(22) 4.8%(6)

12 12,0%(15)39,2%(49) 36,8%(46) 12.0%(15)

13 15,2%(19) 20.0%(25) 44,0%(55) 17,6%(22) 3.2%(4)

14 22,4%(28) 19,2%(24) 35.2%(44) 18,4%(23) 4,8%(6)

15 31.2%(39) 32,0%(40) 33.6%(42) 3,2%(4)

16 46,4%(58) 35,2%(44) 16,8%(21) 0.8%(1) 0.8%(1)

17 23.2%(29)33,6%(42) 16.8%(21) 12,0%(15) 8,0%(10) 6.4%(8)

18 4,0%(5) 4,0%(5) 22,4%(28) 44.0%(55)25.6%(32)

19 12,8%(16)38,4%(48) 24.0%(30) 12,0%(15) 8,8%(11) 4,0%(5)

20 13,6%(17) 24,8%(31) 44.8%(56) 12.0%(15) 4,8%(6)

P=Percentage f=Frequency Q=Question

0=Does not apply l=Very poor 2=Below average

3=Average 4=Good 5=Excellent

62

(Q7) was "below average" (42.4%), Plane and train on-time

performance (Q8) was "very poor" (48,0%) and "below

average" (33,6%). When considering room and ticket

reservation service (Q9), 32.8% and 23.2% of respondents

answered "very poor" and "below average" and 24.0% of them

answered "does not apply."

Convenience for handicapped persons (QIO) was answered

with "does not apply" (40.4%) and "very poor" (43.2%).

This means these services are almost non-available for

handicapped persons in China, Question 11 is about the

quality of service in stores and shops. Most respondents

(41,6% and 36,0%) felt this was "very poor" and "below

average." Communication service (Q12) was judged "very

poor" (39,2%), "below average" (36.8%) and "does not apply"

(12,0%),

Question 13 concerned health service in China. Many

Chinese tourists felt it was "average" (44,0%), "below

average" (20,0%), and "good" (17,6%). Questions 14-17

concerned the helpfulness of hotel employees, taxi drivers,

travel guides and clerks in stores and shops. In question

14, the helpfulness of hotel employees was rated "average"

(35.2%). Taxi drivers (Q15) received similar evaluation in

"average," "below average" and "very poor" level.

Responses to the question about the helpfulness of clerks

in stores and shops (Q16) were negative, 46.4% (very poor)

63

and 35.2% (below average). For travel guides (Q17),

responses were 23.2% (does not apply), and 33,6% (very

poor). This showed that travel guides for local Chinese

tourists were in short supply or were not available.

Attractiveness of tourist areas (Q18) was rated very

high, "good" (44,0%) and "excellent" (25,6%). Tour books

were not rated very effective or helpful (Q19), They were

rated "very poor" (38,4%), "below average" (24.0%) and

"does not apply" (12,8%), The final question which

concerned overall evaluation of service quality for

tourists (Q20) was answered "average" (44.8%).

From examining these statistics, the local Chinese

tourists were not satisfied with service quality of the

Chinese tourism industry in the majority of the questions.

The level of service quality was felt to be "below average"

and "average," The Chinese government should not ignore

local Chinese tourists who might form the largest market

for tourism.

Table 4,12 expresses the scores (P*) of each question

by analyzing the respondents' total attitude scores. The

satisfaction levels used in Table 4.12 to evaluate Chinese

tourism are the same as Table 4.2, As seen in Table 4,12,

the attractiveness of tourist areas (Q18) was given the

highest score (76,6%). The questions which followed were

Q6, cleanliness of public areas in hotels (57.8%); Q13,

64

Table 4,12 Percentage Ranking of Quality Perceptions by Local Chinese Tourists

Total respondents: 125 Full score: 125 X 5 = 625

0 1 2 3 4 5 OBTAIN OS/FS fXO fXl fX2 fX3 fX4 fX5 SCORE XI00% P*

Ql 13X0 + 9X1 +49X2 +30X3 +19X4 + 4X5 = 293 293/625 = 46,9%

6X1 +54X2 +41X3 +19X4 + 5X5 = 338 338/625 = 54,1%

16X1 +36X2 +52X3 +16X4 + 5X5 = 333 333/625 = 53.3%

22X1 +28X2 +52X3 +18X4 + 5X5 = 331 331/625 = 53,0%

61X1 +42X2 +15X3 + 7X4 = 218 218/625 = 34,9%

15X1 +27X2 +52X3 +19X4 +12X5 = 361 361/625 = 57,8%

7

8

9

10

11

12

13

30X0

58X0

15X0

24X1

60X1

+41X1

+ 54X1

52X1

+ 49X1

19X1

+ 53X2

+42X2

+ 29X2

+ 7X2

+ 45X2

+ 46X2

+ 25X2

+ 26X3

+ 18X3

+ 19X3

+ 6X3

+ 22X3

+ 15X3

+ 55X3

+ 22X4

+ 5X5

+ 6X4

+ 6X4

+22X4 + 4X5

=

=

=

^

=

=

=

296

223

180

86

232

186

342

296/625

223/625

180/625

86/625

232/625

186/625

342/625

—

~

=

=

HZ

=

=

47.4%

35,7%

28.8%

13.8%

37,1%

29,8%

54,7%

14 28X1 +24X2 +44X3 +23X4 + 6X5 = 330 330/625 = 52,8%

15 39X1 +40X2 +42X3 + 4X4 = 261 261/625 = 41,8%

16 58X1 +44X2 +21X3 + 1X4 + 1X5 = 218 218/625 = 34,9%

17 29X0 +42X1 +21X2 +15X3 +10X4 + 8X5 = 209 209/625 = 33,4%

18 5X1 + 5X2 +28X3 +55X4 +32X5 = 479 479/625 = 76,6%

19 16X0 +48X1 +30X2 +15X3 +11X4 + 5X5 = 222 222/625 = 35.5%

20 17X1 +31X2 +56X3 +15X4 + 6X5 = 337 337/625 = 53.9%

f = Frequency FS = Full score (125 X 5 = 625) Q = Questions OS = Obtain score 0,1,2,3,4 and 5 = Grades P* = Percentage

65

health service in China (54.7%); and Q2, service quality in

the dining room (54,1%). The lowest score was QIO,

convenience for handicapped persons (13.8%). Many people

reported that it did not apply at all which indicated that

Chinese government should consider this problem. The

second lowest was Q9, reservation service for rooms and

tickets (28.8%), Some of the Chinese tourists complained

that it did not apply at all. In many cities the

reservation service network for local Chinese people was

not built until recently. The questions which followed

were Q12, communication services (29,8%) and Q17,

helpfulness of travel guides (33,4%).

According to the list of scores of both foreign

tourists and local Chinese tourists, tourist areas were

attractive and the needs of the handicapped were not

considered. Foreign tourists were more concerned with the

cleanliness of environment, on-time transportation and

communication services. Local Chinese tourists were more

concerned with reservation services, communication services

and the helpfulness of employees. The local Chinese

tourists were satisfied with the health services, the

cleanliness of hotel public areas and dining room service

quality; the foreign tourists were satisfied with the

cleanliness of hotel public areas, helpfulness of tour

books and hotel employees.

66

The above analysis was based on the two groups and

eight questions, based on opinions of the foreign and

Chinese tourists. Although the comparison of the two

groups was examined, it is necessary to study differences

between foreign and Chinese tourists with a more scientific

method.

Analysis on Contingency Table

Table 4,13 summarizes the results of the twenty survey

questions using a contingency table. If the test value is

smaller than table value (11,070), it means that the

proportion of foreign tourists for each level is the same

as the proportion of local Chinese tourists. This

indicated that foreign tourists and local Chinese tourists

have the same attitude toward the question. If the test

value is larger than table value, the foreign tourists and

local Chinese tourists have different attitudes toward the

question.

Fourteen questions had the same evaluation and six

questions having different ones. In order to analyze the

different opinions of foreign and Chinese tourists, one

should compare either the distribution frequency in Table

4.1 and Table 4.11 or compare the scores (P*) in Table 4.2

and Table 4.12. These comparisons would produce the same

results. The result is significant that local Chinese

67

Table 4,13 Analysis of Attitudes toward Service Quality in China for Foreign Tourists and Local Chinese Tourists

Total Questions: 20

Q RESULTS OF CONTINGENCY

TABLE

Question 1

Question 3

Question 4

Question 5

Question 6

10,34

Question 2 3,27

10.60

0,38

1,83

8,40

RESULTS OF CONTINGENCY

TABLE

Question 11

Question 12

Question 13

Question 14

Question 15

Question 16

0,21

7,28

*25.30

*11.56

5.50

*42.20

Question 7 1.60 Question 17 *48.27

Question

Question

Question

8

9

10

1,53

*11,56

0.80

Question

Question

Question

18

19

20

2.35

*59.93

0.82

df = 5 oc = 0,05 Critical value = 11,070

* Table values larger than the critical value (11.070) indicate significant difference in attitudes between the two tourist groups.

68

tourists were less satisfied than foreign tourists about

the service quality of travel agencies (Ql), the

reservation services for rooms and tickets (Q9), the

helpfulness of hotel employees (Q14), helpfulness of clerks

in stores and shops (16), the helpfulness of travel guides

(17) and the effectiveness of tour books (19). As can be

seen from the results, service quality for local Chinese

tourists were less than for foreign tourists, there were

not computer network systems for reservation service in

many small cities. Travel agencies, travel guides and tour

books were used more by foreign tourists than local Chinese

tourists. Service quality of hotel employees and clerks in

stores and shops were not very good. However, Chinese

tourists felt better than foreign tourists about health

service in China because it is free of change.

Job Satisfaction Survey

Responses of Chinese Employees

One hundred and fifty questionnaires were sent to

employees who worked in Chinese tourism and 120 were

returned for a return rate of 80.0%. Figure 4.5

illustrates the frequency distribution of various groups.

Male and female respondents were almost equal (50.8% and

49.2%). Young people under 30 years old (80.8%), and

people over 30 years old (19.2%) answered this survey.

69

100

80

60

40

20

0

_ 61(50,8%) 59(49.2%)

Male

100 _ 97(80.8%)

80

60

40

20

0

23(19.2%)

Female Under 30 Over 30

GENDER AGE-GROUP

00

80

60 '

40 '

20

0

I 7 7 ( 6 4 . 2 % )

~_ 1 5 ( 1 2 , 5 % )

2 8 ( 2 3 . 3 % )

00

80 '

60 '

40 '

20 '

0

9 5 ( 7 9 . 2%)

2 5 ( 2 0 . 8 % )

Junior H. High School College Under 5 Y. Over 5

EDUCATION LEVEL WORK EXPERIENCE

Total respondents: 120

Figure 4.5 Distribution of Job Satisfaction Survey from Employees of Chinese Tourism (Gender, Age, Education Level and Work Experience)

70

Among the respondents, 64.2% of graduates from high school,

23.3% graduated from college and 12,5% graduated from

junior high school. Concerning work experience, 79.2% had

under five years' experience and 20,8% had over five years'

experience. The age distribution can be explained by

considering the fact that tourism in China has been growing

at a rapid rate the last ten years. Many young people

chose their jobs in this field after they graduated from

high school during this period.

Table 4,14 indicates the attitudes of employees about

their job satisfaction level. From the table, it can be

seen that the highest frequencies and percentages were

level "3" which indicates "average," Only two categories

were level "4" (question 10 and 11) which meant "good."

Tables 4,15 to 4,24 studied the details of each question by

categories (gender, age-group, education level and work

experience).

Over 70.0% of respondents thought of that job itself

(Ql), working conditions (Q2) (Table 4.15) and job

importance (Q3) (Table 4,16) were between "average" and

"good," 90,8% employees who graduated from high school

agreed with this satisfaction level. This positive

attitude may help Chinese tourism to increase productivity

and decrease turnover.

71

Table 4,14 Responses to Job Satisfaction Survey from Employees of Chinese Tourism


Ql

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

P f

0 P (f)

1.7%(2)

12,5%(15)

4,2%(5)

1 P (f)

2,5%(3)

5,0%(6)

4,2%(5)

13.3%(16)

4.2%(5)

14.2%(17)

15,8%(19)

1 8,3%(10)

4,2%(5)

2,5%(3)

1,7%(2)

11,7%(14)

14,2%(17)

8.3%(10)

11.7%(14)

6,7%(8)

34,2%(41)

35,8%(43)

26.7%(32)

22,5%(27)

= percentage = Frequency

2 P (f)

8,3%(10)

7.5%(9)

12.5%(15)

22.5%(27)

22,5%(27)

20.8%(25)

19,2%(23)

20,8%(25)

12.5%(15)

6.7%(8)

10.8%(13)

21.7%(26)

18.3%(22)

17.5%(21)

17,5%(21)

20,8%(25)

15.8%(19)

16,7%(20)

20,0%(24)

13,3%(16)

0 = Does 1 = Very 2 = Rp>low

3 P (f)

43.3%(52)

49.2%(59)

40.8%(49)

44.2%(53)

41,7%(50)

37.5%(45)

40,0%(48)

41,7%(50)

51.7%(62)

29,2%(35)

25,8%(31)

42,5%(51)

41,7%(50)

40,8%(49)

38,3%(46)

40.0%(48)

35,0%(42)

35,8%(43)

35,8%(43)

45.0%(54)

not apply poor average

4 P (f)

40.8%(49)

33.3%(40)

5 P (f)

5,0%(6)

5.0%(6)

31.7%(38)10,8%(13)

16,7%(20)

28.3%(34)

25,8%(31)

20,0%(24)

12,5%(15)

23,3%(28)

3,3%(4)

3,3%(4)

1,7%(2)

3,3%(4)

4.2%(5)

8.3%(10)

51,7%(62)10.0%(12)

47.5%(57)10.0%(12)

20.0%(24)

22.5%(27)

20.8%(35)

30.0%(36)

29.2%(35)

14.2%(17)

10.0%(12)

15.0%(18)

16.7%(20)

4.2%(5)

3,3%(4)

4,2%(5)

2.5%(3)

3.3%(4)

0.8%(1)

1.7%(2)

2,5%(3)

2.5%(3)


72

Table 4,15 Results of Job Satisfaction Survey in Chinese Tourism Concerning the Job Itself and Working Conditions

PERCENTAGE(%)

Categories

Gender Male Female

Age Under 30 Over 30

Education Level Junior High High School College

Work Experience Under 5 Years Over 5 Years

Question 1: Work

0 1

1.6% 3,4%

2.1% 4.3%

6.7%

7.1%

3.2%

itself.

2

6,6% 10,2%

10.3%

6.7% 6,5% 3,6%

10,5%

3

41,0% 45,8%

42,3% 47.8%

46.7% 40.2% 42.9%

40.0% 56.0%

4

44,3% 37.3%

42.3% 34.8%

26.7% 50.6% 39,3%

42.1% 36.0%

5

6.6% 3.4%

3.1% 13.0%

13.3% 2.6% 7.1%

4.2% 8.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




0

Question 2: Working

1

6.6% 3,4%

3,1% 13,0%

5.2% 7.1%

4,2% 8,0%

condit


2

4,9% 10.2%

5.2% 17.4%

26.7% 3.9% 7.1%

7,4% 8,0%

ions.

3

49.2% 49,2%

50.5% 43.5%

73.3% 54.5% 32.1%

48.4% 52.0%

3 4 5

4

34.4% 32.2%

37.1% 17.4%

33.8% 35.7%

34.7% 28.0%

5

4.9% 5.1%

4.1% 13.0%

2.6% 17.9%

5.3% 4.0%

= Average = Good = Excellent

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

73

Table 4,16 Results of Job Satisfaction Survey in Chinese Tourism Concerning Job Importance, Praise and Punishment

PERCENTAGE(%)

Categories

Gender Male Female




0 1

4,9% 3,4%

1,0% 17,4%

2,6% 7,1%

5,3%

Question 3: Importance of j

2

9,8% 15,3%

12,4% 13,0%

6.7% 11.7% 17.9%

14.7% 4.0%

3

34.4% 47.5%

43.3% 30.4%

60.0% 42.9% 25.0%

40.0% 44.0%

ob to you.

4

36.1% 27.1%

33.0% 26.1%

26.7% 36.4% 32.1%

31.6% 32.0%

5

14.8% 6.8%

10.3% 13.0%

6.7% 6.5% 17.9%

8.4% 20.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




Question 4: The

N = Total Re 0 = Does not

0 1

13.1% 13.6%

10.3% 26.1%

6,7% 14,3% 14.3%

10.5% 24,0%

praise and

spondents apply

1 = Very poor 2 = Below average

2

24,6% 20,3%

23,7% 17,4%

20.0% 22.1% 25.0%

23,2% 20.0%

3

42,6% 45.8%

44.3% 43.5%

60.0% 37.7% 53.6%

44.2% 44.0%

punishment.

3 4 5

4

13.1% 20.3%

19.6% 4.3%

13.3% 23.4% 3.6%

1.1% 8.0%

5

6.6%

2.1% 8.7%

2.6% 3.6%

3.2% 4.0%

= Average = Good = Exce! llent

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

liS

74

Table 4.17 Results of Job Satisfaction Survey in Chinese Tourism Concerning Insurance, Safety, Salary and Welfare

PERCENTAGE(%)

Categories

Gender Male Female




0

Question 5: Health

1

6,6% 1.7%

2.1% 13.0%

5.2% 3,6%

2,1% 12,0%

2

23.0% 22.0%

24.7% 13.0%

40.0% 20.8% 17.9%

25.3% 12,0%

insurance and

3

37.7% 45.8%

45.4% 26.1%

26.7% 46.8% 39.3%

43.2% 36.0%

safety

4

31.1% 25.4%

24.7% 43.5%

26.7% 26.0% 35.7%

26.3% 36.0%

5

1.6% 5.1%

3.1% 4.3%

6.7% 1.3% 3.6%

3.2% 4.0%

conditions.

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




Question 6: Sala


0 1

13.1% 15.3%

11.3% 26.1%

6.7% 14.3% 10,7%

12,6% 20.0%

2

23.0% 18.6%

22.7% 13.0%

33.3% 13.0% 32.1%

20.0% 24.05

ry and welfare.

spondents apply


3

34.4% 40.7%

41.2% 21.7%

33.3% 44.2% 39.3%

40.0% 28.0%

3 4 5

4

26.2% 25.4%

24.7% 30.4%

26.7% 27.3% 17.9%

27.4% 20.0%

5

3.3%

8.7%

1.3%

12.0%

= Average = Good = Exce! llent

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

Table 4,18 Results of Job Satisfaction Survey in Chinese Tourism Concerning Steady Jobs, Layoffs and Transfers

75

PERCENTAGE(%)

Categories

Gender Male Female




Question 7: The

0

3,3%

2,1%

2,6%

2,1%

1

13,1% 18,6%

14,4% 21,7%

13,3% 15,6% 17,9%

14,7% 20,0%

steadiness

2

19,7% 18.6%

20.6% 13,0%

20,0% 18,2% 21.4%

17.9% 24.0%

of your

3

39,3% 40.7%

43.3% 26,1%

26.7% 42.9% 35.7%

44,2% 24.0%

job.

4

18.0% 22.0%

18.6% 26,1%

33.3% 19.5% 17.9%

20.0% 20.0%

5

6.6%

1.0% 13.0%

6.7% 1.3% 7.1%

1.1% 12.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




0

14.8% 10.2%

9.3% 26,1%

6,7% 15.6% 7.1%

10.5% 20,0%

1

6,6% 10,2%

8,2% 8.7%

13.3% 9,1% 7.1%

9,5% 4,0%

Question 8: Possibility of 1

N = Total Responde 0 = Does not apply 1 = Very poor 2 = Below average

nts

2

24.6% 16.9%

18,6% 30.4%

33,3% 15.6% 28,6%

18.9% 28,0%

3

32.8% 50,8%

47,4% 17.4%

33.3% 45.5% 32.1%

46,3% 24.0%

4

14,8% 10.2%

14,4% 4,3%

6,7% 13.0% 17.9%

12.6% 12,0%

ayoff and transfer.

3 = 4 = 5 =

5

6.6% 1.7%

2.1% 13.0%

6.7% 1.3% 7.1%

2.1% 12.0%

Average Good Excell ent

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

76

Table 4,19 Results of Job Satisfaction Survey in Chinese Tourism Concerning the Relationship with Supervisors and Other Employees

PERCENTAGE(%)

Categories

Gender Male Female




0 1

1.6% 6,8%

4,1% 4,3%

6.5%

4,2% 4.0%

2

11.5% 13,6%

14,4% 4,3%

15,6% 10,7%

14.7% 4,0%

3

49,2% 54,2%

51,5% 52.2%

66.7% 48,1% 57,1%

50.5% 54,0%

4

26.2% 20.3%

22.7% 26.1%

33.3% 24.7% 21.4%

22.1% 28.0%

5

11.5% 5,1%

7.2% 13.0%

5.2% 10.7%

8.4% 8.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

Question 9: Relationship with supervisors.

PERCENTAGE(%)

Categories

Gender Male Female




Question 10: Rel

0 1

5,1%

3,1%

6,7% 2,6%

3.2%

ationship

2

6,6% 6,8%

6,2% 8.7%

6.7% 5.2% 7,1%

7,4% 4,0%

24. 33,

30. 21,

26. 26, 39.

29, 28.

with other

3

.6% ,9%

,9% ,7%

.7% ,0% ,3%

.5% , 0%

emp

4

55.7% 47.5%

49.5% 60,9%

46.7% 57.1% 39.3%

49.5% 60.0%

loyees.

13. 6.

10. 8,

13. 9.

14,

10 8.

5

. 1% ,8%

.3% ,7%

.3%

.1%

.3%

.5%

. 0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

N = Total Respondents 3 = Average 0 = Does not apply 4 = Good 1 = Very poor 5 = Excellent 2 = Below average

77

Table 4.20 Results of Job Satisfaction Survey in Chinese Tourism Concerning the Relationship with Customers and Company Administration

PERCENTAGE(%)

Categories

Gender Male Female




0

4.9% 3.4%

5,2%

1,3% 7,1%

5,3%

1

3,4%

2,1%

6,7% 1,3%

1,1% 4.0%

2

11.5% 10.2%

10.3% 13.0%

13,0% 17,9%

11,6% 8,0%

Question 11: Relationship with cus

3

16.4% 35,6%

28.9% 13,0%

40.0% 24,7% 21,4%

27.4% 20.0%

tomers.

4

50.8% 44.1%

43.3% 65.2%

53.3% 52.0% 32.1%

45.3% 56.0%

5

16.4% 3.4%

10.3% 8,7%

7.8% 21.4%

9.5% 12.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




0 1

11,5% 11.9%

9.3% 21.7%

13,3% 10.4% 14.3%

11.6% 12.0%

Question 12: Company polio

N = Total Respondents 0 = Does not apply 1 = Very poor 2 = Below average

2

18.0% 25,4%

22,7% 17,4%

26.7% 19.5% 25.0%

22.1% 20,0%

3

47,5% 37,3%

41,2% 47.8%

53,3% 45.5% 39.3%

40.0% 52.0%

4 5

18.0% 4.9% 22.0% 3.4%

21.6% 5.2% 13.0%

6.7% 18.2% 6.5% 21.4%

21,1% 5.3% 16.0%

y and administration.

3 4 5


N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

78

Table 4.21 Results of Job Satisfaction Survey in Chinese Tourism Concerning the Managers' Ability and Helpfulness in Difficult Problems

PERCENTAGE(%)

Categories 0

Gender Male Female




Question 13: Abiij

1

13.1% 15.3%

11.3% 26.1%

13.3% 18,2% 14,3%

13.7% 16.0%

Lty and s

2

16,4% 20,3%

19.6% 13.0%

6,7% 19,5% 25,0%

17.9% 20,0%

kill of

3

41,0% 42,4%

43,3% 34,8%

46,7% 37,7% 50.0%

43.2% 36.0%

superv

4

24.6% 20.3%

22.7% 21.7%

33.3% 22.1% 10.7%

23.2% 20.0%

isor.

5

4.9% 1.7%

3.1% 4.3%

2.6%

2.1% 8.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories 0

Gender Male Female

Age • Under 30 Over 30



Question 14: Help

N = Total Res: 0 = Does not 1 = Very poor

1

4,9% 11.9%

7.2% 13.0%

6.7% 10.4% 3.6%

8.4% 8,0%

2

11.5% 23.7%

18.6% 13.05

20.0% 19.5% 17.9%

16.8% 20.0%

3

42.6% 39.0%

39.2% 47.8%

26.7% 42.9% 53.6%

38.9% 48,0%

4

34.4% 23.7%

32.0% 17.4%

46.7% 23.4% 25.0%

31.6% 20.0%

5

6.6% 1.7%

3.1% 8.7%

3.9%

4.2% 4.0%

by managers with difficult problems.

pendents apply

2 = Below average

3 4 5


N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

79

Table 4,22 Results of Job Satisfaction Survey in Chinese Tourism Concerning Communication with Managers and Job Suitableness

PERCENTAGE(%)

Categories 0

Gender Male Female




1

11.5% 11,9%

9.3% 21,7%

6.7% 10.4% 17.9%

- 11.6% 12,0%

Question 15: Communication

2

16,4% 18,6%

18,6% 13.0%

13,3% 23,4% 10.7%

18,9% 12,0%

3

37,7% 39.0%

41.2% 26,1%

26,7% 37,7% 39,3%

40,0% 32,0%

with managers

4

29,5% 30.5%

28.9% 34.8%

53.3% 26.0% 32.1%

29.5% 32,0%

•

5

4.9%

2.1% 4.3%

2.6%

12.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female




Question 16: If


0 1

8.2% 5.1%

4,1% 17,4%

6.7% 9,1%

3,6% 3.6%

6,3% 8.0%

2

18.0% 23,7%

24,7% 4.3%

20.0% 16.9% 28.6%

24.2% 8.0%

3

41.0% 39.0%

39.2% 43.5%

33.3% 41.6% 39.3%

37.9% 48.0%

this job suit your abilH

spondents apply


3 4 5

4

26.2% 32.2%

29.9% 26.1%

40.0% 26.0% 17.9%

28.4% 32.0%

ty.

5

6.6%

•

2.1% 8.7%

6.5% 7.1%

3.2% 4.0%

= Average = Good = Exce! Llent

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

80

Table 4.23 Results of Job Satisfaction Survey in Chinese Tourism Concerning Opportunities for Advancement and Making Decisions

PERCENTAGE(%)

Categories

Gender Male Female


Education Level Junior High High School College 3


Question 17: The

0

.6%

1

37.3% 30.5%

28.9% 56.5%

40.0% 39.0% 17.9%

29.5% 52.0%

opportuni

2

19.7% 11.9%

19.6%

13.3% 16.9% 14.3%

18.9% 4.0%

3

27.9% 42.4%

36.1% 30.4%

46.7% 30,0% 39.3%

33.7% 40,0%

4

13,1% 15.3%

14.4% 13.0%

13.0% 25.0%

16.8% 4.0%

ties for advancement.

5

1.6%

1.0%

1,3%

1.1%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories

Gender Male Female


Education Level Junior High High School College 3


Question 18: Par

0

.6%

1

36,1% 36,5%

30,9% 56,5%

46,7% 40,3% 17.9%

31.6% 52,0%

ticipation

2

13,1% 20.3%

20,6%

13.3% 19.5% 17.9%

21,1%

in mak

3

32.8% 39,0%

40,2% 17,4%

40.0% 23.4% 46.4%

37.9% 28.0%

4

14.8% 5.1%

7.2% 21.7%

14.3% 14.3%

8.4% 16.0%

ing decisions.

5

3.3%

1.0% 4,3%

2.6%

1.1% 4.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

N = Total Respondents 3 = Average 0 = Does not apply 4 = Good 1 = Very poor 5 = Excellent 2 = Below average

81

Table 4,24 Results of Job Satisfaction Survey in Chinese Tourism Concerning Judgment, Achievement and Recognition

PERCENTAGE(%)

Categories 0

Gender Male Female


Education Level Junior High High School College 3.6%


Question 19: Judgmei

1

21,3% 32,2%

24,7% 34,8%

26,7% 30,0% 17,9%

24.4% 36,0%

nt duri

2

19,7% 20,3%

22,7% 8.7%

20,0% 20,8% 25.0%

23,2% 8,0%

ng the

3

36.1% 35.6%

37.1% 30.4%

40.0% 30,0% 32.1%

35.8% 36.0%

work.

4

18.0% 11.9%

13.4% 21.7%

13.3% 15.6% 21.4%

14.7% 16.0%

5

4.9%

2.1% 4.3%

3.9%

2.1% 4.0%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

PERCENTAGE(%)

Categories 0

Gender Male Female


Education Level Junior High High School College 3.6%


1

19.7% 25.4%

22.7% 21.7%

20.0% 22.1% 25.0%

23.2% 20.0%

2

14,8% 11,9%

14.4% 8.7%

20,0% 11,7% 17,9%

15.8% 4.0%

3

47.5% 42.4%

44.3% 47.8%

40,0% 45,5% 35.7%

41.1% 60.0%

Question 20: Achievement and recognition

4

13.1% 20.3%

17.5% 13.0%

13.3% 16.9% 10.7%

16.8% 16.0%

»

5

4.9%

1.0% 8.7%

6.7% 3.9% 7.1%

3.2%

N

(61) (59)

(97) (23)

(15) (77) (28)

(95) (25)

N = Total Respondents 0 = Does not apply 1 = Very poor 2 = Below average


82

Concerning praise and punishment (Q4) (Table 4,16),

over 60,0% of respondents answered "below average" and

'average," Chinese managers may need to consider their

methods of motivation. Normally, praise and punishment are

efficient for stimulation productivity.

In Table 4,17, health insurance and safety conditions

(Q5), and salary and welfare (Q6) were rated similarly

among "below average," "average" and "good" according to

the categories. Employees thought job stability (Q7) was

"average" (Table 4.17), Concerning the possibility of

layoff and transfer (Q8), employees felt it was "below

average" and "average." In Chinese tourism, it is now

possible for employees to be laid off and transferred.

This is a new policy and very little research on this topic

has been done.

The majority of employees (over 70.0%) responded

"average" and "good" in regard to the relationship with

supervisors (Q9), with other employees (QIO) and with

customers (Qll) (Tables 4.19, 4,20), This friendly

atmosphere is very helpful in tourism. Employees felt

company policies and administration (Q12) was "average"

(Table 4.20). The ability and skill of supervisors (Q13),

help by managers with difficult problems (Q14) and

communication with managers (Q15), were reported "average"

and "good" by over 60,0% of employees (Table 4.21, Table

83

4.22). Over one-half of employees felt that the job suited

their ability (Table 4.22),

Q17 concerned opportunities for advancement. Almost

one-third of employees reported it "average" (Table 4.23).

In the over 30 year old group 56,5% of the employees felt

it was "very poor," The more educated employees were less

satisfied, 40,0% of junior high graduates, 39.0% of high

school graduates and 17,9% of college graduates felt

advancement was "very poor." The opportunity for

advancement relates to higher human needs. Employees

believe that advancement is a indication of their ability.

Participation in making decisions (Q18) was rated "very

poor" by one-third of the employees (Table 4.23). However,

46,4% of college graduates felt it "average." The judgment

needed during work (Q19) and achievement and recognition

(Q20) were given "average" scores (Table 4.24).

As can be seen from the evaluation, most young

employees gave "average" and "good" scores to their job and

managers. This indicates that they are satisfied working

in Chinese tourism. In China, working for the tourism

industry attracts many young people, they feel glorious and

excited. They can get a higher salary than working in

manufacturing and can get more information from western

countries than working in other areas. In China, working

opportunities for high school students are not easy to come

84

by, so they choose to keep their steady jobs and want to

get promotions. These positive attitudes would help

Chinese government reduce the turnover and increase the

productivity.

CHAPTER V

CONCLUSIONS AND RECOMMENDATIONS

The tourism industry has been played an important role

in the Chinese national economy for ten years. There is a

need to evaluate the activities of the industry in order to

enhance its development. This study covered service

quality and job satisfaction. The investigation was

focused on the basic requirements of tourists and

employees.

From the results of survey, neither foreign tourists

nor Chinese tourists have a positive attitude toward

service quality in China. It seems that the service

performance in China does not satisfy the customers in

spite of the attractive tourist destinations. This

research supported the review of literature. It indicated

that the first priority task of Chinese tourism is service

quality. Many problems were exposed by this survey, such

as convenience for handicapped persons, cleanliness of

restrooms, plane and train on-time performance,

communication services and reservation services. All these

inconvenient service factors caused Chinese tourism to be

rated at a lower level. Improving service quality and

resolving problems should be the objects for both managers

and employees. Leaders of Chinese tourism should

85

86

understand and learn better management methods and service

quality control systems.

The survey of employees' job satisfaction resulted in

positive responses which means that most of the employees

working in Chinese tourism are satisfied with their jobs.

These young people had a better educational background and

good relationships with supervisors, customers and other

employees. They need to feel that they are achieving and

be recognized. They have ability to accept new ideas and

face challenges. This human resource is a hope for

developing Chinese tourism.

If the leadership of Chinese tourism expects to attract

more tourists to China, it has to expect its employees to

do those things that guests find satisfying. They must

also be able to identify what customers expect from

employees. The survey of job satisfaction showed that

China has set up a potential team for the tourism.

Professional training will make employees more skillful and

lead to consistently good service.

In future research, the investigation on service

quality should compare service activities during a longer

time period. Pre- and post-tests involving training would

be helpful.

Future research could also be done to identify the

improvement of service quality. The analysis of the

87

relationship between job satisfaction and service quality

could be helpful.

LIST OF REFERENCES

1, Liu, G.G,, 1989: "A Sweet and Sour Decade," Beijing Review, vol, 32 (January), pp 22-28,

2, Tong, X,Y,, 1989: "Curing the Growing Pains in China's Tourism," China Reconstructs (August), pp 23-26,

3, People's Daily, 1989, March 31, Friday, p 8.

4, China Daily, 1987, October 19, Monday, p 3.

5, Dai, L,, 1989, People's Daily, August 11, Friday, p 1.

6, Gronroos, C , 1990: "Service Management and Marketing," Lexington Books, pp 25-48.

7, Parasuraman, A,, Zeithaml, V.A., and Berry, L.L., 1985: "A Conceptual Model of Service Quality and Its Implications for Future Research," Journal of Marketing, American Marketing Association, p 47.

8, Han, G.J,, 1987: "Tourism Unaffected by Current Struggle," Beijing Review, vol. 30 (March), pp 7-8.

9, Xingdao Daily, 1989, September 30, Saturday, p 10.

10. Bessom, R.M., 1973: "Unique Aspects of Marketing of Services," Arizona Business Bulletin (November), p 9.

11. Kotler, P,, 1988: "Marketing Management," Prentice-Hill, Englewood Cliffs, New Jersey, p 477.

12. Zeithaml, V,A,, Parasuraman, A., and Berry, L.L., 1985: "Problems and Strategies in Services Marketing," Journal of Marketing (Spring).

13. Berry, L.L., Bennett, D.R., and Brown, C.W., 1989: "Service Quality," Richard D. Irwin Inc., pp 22-166.

14. Nicolaides, P., 1989: "Liberalizing Trade in Services: Strategies for Success," Council on Foreign Relations Press, New York, pp 6-17.

15. Wyckoff, D.D., 1988: "New Tools for Achieving Service Quality," Managing Service, Englewood Cliffs, New Jersey, pp 226-232.

88

89

16. Gronroos, C , 1983: "Strategic Management and Marketing in the Service Sector," Marketing Science Institute, Boston, Chapter 4.

17. Albrecht, K., and Zemke, R,, 1985: "Service America," Homewood III, Dow Jones Irwin.

18. Albrecht, K., 1988: "At America's Service," Homewood III, Dow Jones Irwin.

19. Berry, L.L,, Zeithaml, V.A., and Parasuraman, A., 1988: "Quality Counts in Service, Too," Managing Service, Englewood Cliffs, New Jersey, pp 216-225.

20. Lovelock, C,H., 1988: "Developing and Managing the Customer-Service Function in the Service Sector," Managing Service, Englewood Cliffs, New Jersey, pp 262-269.

21. World Journal Daily, 1990, August 18, Saturday, p 11.

22. Newbrough, E.T., 1967: "Effective Maintenance Management," McGraw-Hill, New York, pp 3-74.

23. Han, G.J., 1989: "Tourists Urged to File Complaints," Beijing Review (February), p 59.

24. People's Daily, 1979, August, Monday, p 4.

25. Masiow, A., 1943: "A Theory of Human Motivation," Psychological Review, No. 50, pp 370-396.

26. Ewen, T., 1966: "An Empirical Test of the Herzberg Two-Factor Theory," Journal of Applied Psychology, vol. 50, (December), pp 544-550.

27. Herzberg, F., Mauser, B., and Snyderman, B.B., 1959: "The Motivation to Work," Wiley, New York. Chapter I-III.

28. Miner, J.B., 1976: "Levels of Motivation to Manage Among Personnel and Industrial Relations Managers," Journal of Applied Psychology, vol. 61, pp 419-427.

29. Soliman, H.M., 1970: "Motivation-Hygiene Theory of Job Attitudes: An Empirical Investigation and an Attempt to Reconcile Both the One- and Two-Factor Theories of Job Attitudes," Journal of Applied Psychology, vol. 54 (October), pp 452-461.

90

30, Waters, L.K,, and Waters, C.W., 1972: "An Empirical Test of Five Versions of the Two-Factor Theory of Job Satisfaction," Organizational Behavior and Human Performance, vol. 7 (February), pp 18-24.

31, Nash, M., 1985: "Making People Productive: What Really Works in Raising Managerial and Employee Performance," Jossey-Bass Inc, pp 217-218.

32, Maehr, M,L,, and Braskamp, L.A., 1986: "The Motivation Factor: A Theory of Personal Investment," Lexington Books, p 6,

33, Lawler, E,E,, 1971: "Pay and Organizational Effectiveness," Psychological View, McGraw-Hill, New York, p 166.

34, Riggs, J,L., and Felix, G.H,, 1983: "Productivity by Objectives," Prentice-Hill, Englewood Cliffs, New Jersey, p 9,

35, Ivancevich, J,M,, and McMahon, J.T., 1977: "Education as a Moderator of Goal Setting Effectiveness," Journal of Vocational Behavior, vol. 11, pp 83-94.

36, Bullock, R.J,, 1981: "Improving Job Satisfaction," Work in America Institute Studies in Productivity 35, Pergamon Press Inc, p 12,

37, Kleinbeck, U., Quast, H.H., and Thierry, H., 1990: "Work Motivation," Lawrence Erlbaum Associates Inc., pp 11-20,

38, Pagano, R,R,, 1986: "Understanding Statistics in the Behavioral Sciences," West Publishing Co,, p 31.

39, Pagano, R.R,, 1986: "Understanding Statistics in the Behavioral Sciences," West Publishing Co., pp 375-390.

APPENDIX A

SURVEY QUESTIONNAIRE

ABOUT SERVICE IN CHINA

This questionnaire is for investigating the service

quality of Chinese tourism. I would greatly appreciate if

you would answer these questions. This is not a official

survey, but a survey for the thesis of a graduate student.

All of questionnaires will be destroyed after I have

collected the data and taken statistics from them.

Thank you very much for your help,

1, Nationality: .

2, Age: [20-30]_, [30-40]_, [40-50J_, [50-60]_, [over 60]

3, Gender: [male] , [female] .

4, Number of visits: [under 3 times] , [over 3 times]

5, Reasons for visit: [tourism] , [business] , [visit

family or friends] , [exchange program or teaching] .

Indicate the level of satisfaction for each questions with

the following description (Circle the appropriate number).

[5], Excellent

[4], Good

[3], Average

[2], Below average

[1 ] . Very poor

[0], Does not apply QUESTIONNAIRE CONTINUES

91

92

D V B A G E

0 1 2 3 4 5

1, Service quality of travel agency,

2, Service quality in dining room.

3, Service quality of front desk,

4, Cleanliness of rooms in hotels,

5, Cleanliness of restrooms.

6, Cleanliness of public areas in hotels.

7, Overall transportation services,

8, Plane and train on-time performance,

9, Reservation service for rooms and tickets.

10, Convenience for handicapped persons,

11, Quality of service in stores and shops,

12, Communication services.

13, Health service in China.

14, Helpfulness of hotel employees.

15, Helpfulness of taxi drivers.

16, Helpfulness of clerks in stores and shops.

17, Helpfulness of travel guides,

18, Attractiveness of tourist areas.

19, Effectiveness and helpfulness of tour books.

20, Overall evaluation of service for tourists.

THANK YOU

93 ^ '^1 m Tr M ^ $k

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APPENDIX B

SURVEY QUESTIONNAIRE

ABOUT JOB SATISFACTION

This questionnaire is for investigating the job

satisfaction level in Chinese tourism. I would greatly

appreciate if you would answer these questions. This is

not a official survey, but is a survey for the thesis of a

graduate student. All of questionnaires will be destroyed

after I have collected data and taken statistics from them.

Thank you very much for your help.

1. Age: [Under 20] , [20-30] , [30-40] , [over 40] .

2. Gender: [male] , [female] .

3. Working experiences: [under 5 years] , [over 5 years]_.

4. Educational background: graduated from [Junior High

school] , [High school] , [College] .

Indicate the level of satisfaction for each question with

the following description (circle the appropriate number).

[5]. Excellent

[4], Good

[3]. Average

[2], Below average

[1J. Very poor

[0 1. Does not apply

QUESTIONNAIRE CONTINUES

94

95

D V B A G E

0 1 2 3 4 5

1. Work itself,

2. Working conditions,

3. Importance of job to you. _

4. The praise and punishment.

5. Health insurance and safety conditions.

6. Salary and welfare. _ _

7. The steadiness of your job. _ _

8. Possibility of layoff and transfer.

9. Relationship with supervisors. _ _

10. Relationship with other employees. _ _

11. Relationship with customers. _ _

12. Company policy and administration. _ _

13. Ability and skill of supervisor, _ _

14. Help by managers with difficult problems. _ _

15. Communication with managers, _ _

16. Does this job suit your ability? _ _

17. The opportunities for advancement. _ _

18. Participation in making decisions. _ _

19. Judgment during work. _ _

20. Achievement and recognition, _ _

THANK YOU

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APPENDIX C

MINNESOTA JOB SATISFACTION QUESTIONNAIRE

1. The chance to try out some of my own ideas.

2. The chance to work by myself.

3. The chance to have other workers look to me for direction.

4. The chance to do the kind of work that I do best.

5. The way my supervisor and I understand each other.

6. My job security.

7. The opportunities for advancement on this job.

8. The technical "know-how" of my supervisor.

9. The chance to be responsible for planning my work.

10, The way I am noticed when I do a good job.

11, Being able to see the results of the work I do.

12, The chance to do new and original things on my own.

13, The chance to work alone on the job.

14, The chance to tell other workers how to do things.

15, The chance to do work that is well suited to my abilities.

16, The way my boss handles his men.

17, The way my job provides for a secure future,

18, The chances of getting ahead on this job.

19, The competence of my supervisor in making decisions.

20, The chance to make decisions on my own.

21, The way I get full credit for the work I do.

22, Being able to take pride in a job well done.

23, The chance to try something different.

97

98

24, The chance to be alone on the job,

25, The chance to supervise other people,

26, The chance to makes use of my best abilities,

27, The way my boss back his men up with top management.

28, The way my job provides for steady employment.

29, The way promotions are given out on this job.

30, The way my boss delegates work to others,

31, The chance to be responsible for the work of others.

32, The recognition I get for the work I do.

33, Being able to do something worthwhile.

34, The chance to develop new and better ways to do the job.

35, The chance to work independently of others.

36, The chance to tell people what to do.

37, The chance to do something that makes use of my abilities.

38, The way my boss takes care of complaints from his men.

39, How steady my job is.

40, The chances for advancement on this job.

41, The way my boss provides help on hard problems.

42, The freedom to use my own judgment.

43, The way they usually tell me when I do my job well.

44, The chance to do my best at all times.

45, The chance to try my own methods of doing the job.

46, The chance to work away from others.

47, The chance to tell others what to do.

48, The chance to make use of my abilities and skills.

99

49, The personal relationship between my boss and his men,

50, The way layoffs and transfers are avoided in my job.

51, My chances for advancement,

52, The way my boss trains his men.

53, The responsibility of my job.

54, The praise I get for doing a good job.

55, The feeling of accomplishment I get from the job.

PERMISSION TO COPY

In presenting this thesis in partial fulfillment of the

requirements for a master's degree at Texas Tech University, I agree

that the Library and my inajor department shall make it freely avail

able for research purposes. Permission to copy this thesis for

scholarly purposes may be granted by the Director of the Library or

my major professor. It is understood that any copying or publication

of this thesis for financial gain shall not be allowed without my

further written permission and that any user may be liable for copy

right infringement.

Disagree (Permission not granted) Agree (Permission granted)

Student's signature Studeht's signature

Date

•^

Date

"if:.'

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