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INTEGRATED APPROACH OF QFD MATRIX, SERVQUAL AND KANO
MODELS FOR HUMAN RESOURCES ANALYSIS IN NON STAR HOTEL
SERVICE QUALITY
Eka Rakhmat Kabul
1*
, Marhalinda
2
, Herminda
3
, Nurina
4
, Harry Ganda Wijaya
5
Universitas Persada Indonesia YAI, Indonesia
1,2,3,4
Pusdikpolair,-Lemdiklat-Polri,-Indonesia
5
eka.rakhmat@upi-yai.ac.id
1
ABSTRACT
The hotel industry, especially non-star hotels, is experiencing the development of very tight competition
where consumers prioritize service quality in addition to very low prices, which demands the readiness of
their human resources. Identify and analyze matters that need to be considered by lodging managers
regarding consumer perceptions of the quality of lodging services for service improvement and increasing
the readiness of its human resources. This research uses an integrated approach from the QFD Matrix,
Servqual and the Kano Model to find out what things (WHATs) are the main problems of consumer
complaints and how (HOWs) overcome these consumer complain its focusing on the human resource
aspect. There were 16 service attributes from the results of interviews with consumers and brainstorming
with inn managers which were then analyzed using the Servqual and Kano Model, it turned out that 10
service attributes did not meet the level of customer expectations and became the WHATs submatrix in
QFD. The largest Level of Interest and Percentage of Interest in the HOW sub-matrix (above 10%) is on
human resource issues so that service quality improvements are focused on these matters. The research is
limited to the case of one of the cheap lodgings as well as limitations on interviews with respondents and
hotel managers who are determined randomly. Analysis of service quality was carried out on all service
attributes from the results of interviews, but the discussion was only discussed on service attributes that
had the highest interest percentage above 10% in the aspect of human resources. Research on human
resource aspects of service quality in the hospitality industry by integrating the QFD Matrix, Servqual and
Kano Models.
Keywords: QFD; WHATs; HOWs; Servqual; Kano
INTRODUCTION
In direct proportion to the hotel industry, lodging services are also experiencing difficulties
in developing their business during the Covid-19 pandemic, due to the Government's
Implementation of Restricting Community Activities (PPKM) since early 2020 to deal with the
Covid-19 pandemic in Indonesia. Apart from that, the people from the lower middle class who
are the most affected are the majority of lodging service users (non-star hotels) because consumers
usually choose accommodation that is cheap but without forgetting good service quality.
As Indonesia's economic condition improves after the Covid-19 pandemic, many new
lodgings have appeared in various places, thus adding to the intense competition, each inn is
required to be able to satisfy its customers. Therefore the lodging service industry must focus on
customer satisfaction and avoid dissatisfied consumers and one of the spearheads to provide
satisfaction to consumers is the readiness of its human resources.
Based on preliminary observations, it was found that the lack of knowledge and skills of
inn employees in providing service quality was indicated by the number of customer complaints
caused by the fact that most of the inn employees did not have a hospitality education background.
Based on the above, the authors conducted a study to analyze the role of human resource
management on service quality in lodging services using the Quality Function Deployment (QFD)
matrix approach which was integrated with the Service Quality (SERVQUAL) and Kano models.
Research integrating QFD, SERVQUAL and Kano which focuses on aspects of human resources
has not been widely discussed in previous studies on service quality, especially for lodging
services.
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Quality Function Deployment (QFD), SERVQUAL and Kano Model
(Maritan, 2015) concluded that QFD is a creative tool. To find out the different desires of
customers from one another in various aspects. This aspect directs product or service providers
to develop products or services into several different aspects. QFD is the practice of designing a
process in response to customer needs. QFD tries to translate what the customer needs into what
the company produces. This is done by involving customers in the product (including service)
development process as early as possible. Thus QFD enables a company to prioritize customer
needs, find innovative responses to those needs and improve processes to achieve maximum
effectiveness. The QFD technique assists in defining units of measurement and provides a
framework for evaluating trade-offs among various combinations of design features. The essence
of QFD is a large matrix that connects what the customer wants (WHATs) and how a
product/service will be designed/planned and produced/delivered to meet the customer's wishes
(HOWs).
The SERVQUAL method is a method used to measure service quality from the attributes
of each dimension, so that a gap value will be obtained which is the difference between consumer
perceptions of services that have been received and expectations of those that will be received.
The measurement of this method is by measuring the quality of service from the attributes of each
dimension, so that a gap value will be obtained which is the difference between the consumer's
perception of the service received and the consumer's expectation of the service to be received.
However, in general there is no uniform boundary regarding the concept of SERVQUA. (Ford et
al., 2012) said that the hospitality service industry consists of companies that offer lodging
services including food and beverage services. In the hospitality service business, it is a fact that
service quality and service value are not determined by the service provider because service
quality is determined entirely by the inn's guests. SERVQUAL is a multi-item scale measurement
model intended to measure the expectations and perceptions received by customers, and the gaps
that exist in the service quality model (including hospitality services).
(Coleman, 2012) concludes that the Kano Model sees customer service and value/benefits
to customers through pleasant service. Pleasant service means exceeding customer expectations
by anticipating the present by resolving customer complaints that occur and anticipating them in
the future.
From the statements of the experts above and in a review of some of the literature the
authors found that the Kano Model has several limitations because it can only classify attributes,
but cannot quantify attribute performance values and does not provide explanations about what
things drive or shape customer perceptions, why certain attributes are important to customers, and
what is the intent of that customer behavior. Given the limitations of the existing Kano Model,
integrating it into SERVQUAL can help to prioritize which service attribute gaps to focus on first
to address. The whole process of developing service attributes can be further improved if periodic
measurements can be applied systematically into pragmatic steps of improvement. This is where
the role of QFD is needed.
Research on Quality of Service in Hospitality / Lodging Services
Much literature from previous research states that service quality in the service sector,
especially hospitality is determined by customer satisfaction, as stated by (Gunawan et al., 2022)
(Lukmandono, 2021), (Harnjo et al., 2021), (Nugroho et al., 2020), (Sinaga & Sulistyowati, 2018)
and (Islam, 2020). What is more concrete stated by (Shah et al., 2018) which states that the role
of service quality and customer satisfaction in company performance in the hospitality industry
is determined by the attributes of service quality, namely tangible, reliability, responsiveness,
assurance, and empathy have a significant effect on customer satisfaction which will increase
customer loyalty and ultimately affect the hospitality industry as a whole. general. Meanwhile
(Ofosu-Boateng & Acquaye, 2020) states that service quality and customer satisfaction have a
significant positive relationship with customer loyalty. Thus the hotel industry must remain
consistent in providing quality services by continuing to strive to meet customer expectations.
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Many research results state that human resource management practices have a significant
impact on service organization performance, quality service delivery, and customer satisfaction
as stated by (Alreahi et al., 2023), (Bambale, 2017), (Betts, 2020), (Choochote & Chochiang,
2015), (Costa et al., 2021), (Dhar & Singh, 2021), (Firliandini & Ahman, 2022), (Jaisinghani &
Jariwala, 2022), (Kaushal & Srivastava, 2020), , (Khdour, 2021), (Madera et al., 2017), (Miah &
Hafit, 2019), (Kumar et al., 2016), (Palguna, 2021), (Papademetriou et al., 2022), (Pham et al.,
2019), (Susanto et al., 2022), (Triatmanto et al., 2019), (Tulsi & Ji, 2020) and (VO et al., 2020).
Further, (Silva & Martins, 2016) in his research found empirical evidence of HRM
practices carried out in order to improve employee professionalism and the quality of hotel
services provided to customers, where if employees have carried out HRM functions and activities
properly then it will increase the quality of hotel services while increasing employee loyalty, then
(Khassawneh & Mohammad, 2021), states that practical managerial implications are not only to
determine the quality of service that must be provided to customers but also to improve the
management of human resources. There are several problems with decreasing service quality, but
in general human resource management is actually able to improve service quality. In terms of
providing human resources in an organization (Rakhmat Kabul et al., 2021) states that the
provision and development of human resources or intellectual capital is a central issue in every
organization to improve its performance so that the organization can meet customer needs and
can meet market demands in achieving targets in organizational plans. Which ensures the
continuity of the organization while adding a competitive advantage to the progress of the
business.
RESEARCH METHOD
The methodology in this study uses the QFD Matrix approach integrated with the
SERVQUAL and Kano models. The research begins with determining the service attributes that
will be used in research, after which it is processed with SERVQUAL and the Kano Model to
obtain service attributes that have not met the level of customer expectations. These service
attributes will be included in the WHATs sub-matrix in the QFD matrix. Then a HOWs sub matrix
is formed in the QFD which contains the steps or actions to be carried out and implemented by
the accommodation to answer/improve the attributes of the customer needs (WHATs). To
determine the order of priority for the implementation of service characteristics that must be met
in relation to the demands and expectations of customers, the importance level of HOWs is
calculated. Then after obtaining the level of importance for each HOWs, then the percentage of
interest in the HOWs can be calculated.
RESULTS AND DISCUSSION
1. From the results of direct interviews with lodging service users and brainstorming with the
operational manager of the inn, 16 service attributes were obtained that would be used in
conducting the research questionnaire. The sixteen service attributes are:
1) Availability of room facilities (bed, cupboard, table, chair, bathroom).
2) Availability of public facilities (toilets, Wifi, TV).
3) Availability of toiletries (soap and towels).
4) Availability of ample parking space.
5) Comfortable room layout.
6) Comfortable atmosphere (safety, cleanliness, and lighting).
7) Attractive discounted prices.
8) Offer special packages.
9) Affordable room rates.
10) The location of the inn is strategic.
11) Employees are always there when needed.
12) Employees are polite, friendly and proficient in serving.
13) Speed in payment services.
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14) Ease of check-in and check-out.
15) Ease of submitting complaints.
16) Speed in handling complaints.
2. These service attributes are then processed using the Kano method, the results of which are
as shown in Table 1:
Table 1
Calculation of Customer Satisfaction Score
No
Attributes
Level
of
Interest
Level of
Satisfaction
Level of
Expectations
Customer
Satisfaction
Score
Category
Kano
1
Availability of room
facilities (bed,
cupboard, table,
chair, bathroom)
4.694
4.333
4.185
0.695
One
Dimensional
2
Availability of public
facilities (toilets,
Wifi, TV)
4.056
3.046
3.315
-1.091
Attractive
3
Availability of
toiletries (soap and
towels)
3.926
3.065
3.824
-2.980
Attractive
4
Availability of ample
parking space
3.667
4.009
3.574
1.595
One
Dimensional
5
Comfortable room
layout
3.787
3.880
3.519
1.367
Must Be
6
Comfortable
atmosphere (safety,
cleanliness, and
lighting)
4.037
3.630
4.287
-2.652
One
Dimensional
7
Attractive discounts
3.676
3.398
3.630
-0.853
Attractive
8
Offer special
packages
3.407
4.019
3.343
2.303
Attractive
9
Affordable room
rates
4.583
4.370
4.352
0.082
One
Dimensional
10
Strategic location of
the inn
4.352
3.917
3.667
1.088
Must Be
11
Employees are
always there when
needed
4.185
3.944
4.722
-3.256
One
Dimensional
12
Employees are polite,
friendly and nimble in
serving
4.444
3.926
4.796
-3.866
One
Dimensional
13
Speed in payment
service
4.639
3.935
4.630
-3.224
One
Dimensional
14
Ease of check-in and
check-out
4.583
3.870
4.565
-3.185
Must Be
15
Ease of submitting
complaints
4.519
4.019
4.472
-2.047
Must Be
16
Speed in handling
complaints
4.685
3.722
4.630
-4.254
One
Dimensional
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Information :
• Must Be: the basic criteria that must exist, if these basic requirements do not exist, are
not fulfilled or are lacking, the consumer will feel very dissatisfied
• One Dimensional: consumer satisfaction is proportional to the level of fulfillment of
consumer needs, where the higher the level of fulfillment of consumer needs, the higher
the degree of consumer satisfaction and vice versa
• Attractive: criteria that have the greatest influence on customer satisfaction if given, this
is not required to exist and is also not expected by consumers, meaning that fulfillment
of these requirements will lead to a very high increase in customer satisfaction and vice
versa
From the calculation of the customer satisfaction score, it can be seen that of the 16 service
attributes above, only 6 service attributes have a positive score that meets the level of
customer expectations and the remaining 10 service attributes still have a negative customer
satisfaction score, this means that the service attributes did not meet the level of customer
expectations. The 10 service attributes will be included in the WHATs sub-matrix in the
QFD matrix.
Table 2
WHATs Sub Matrix (grouped)
No
Grouped Attributes
1
FACILITY
Availability of public facilities (toilet, Wifi, TV)
2
Availability of toiletries (soap and towels)
3
ATMOSPHERE
Comfortable atmosphere (safety, cleanliness, and
lighting)
4
PROGRAMS /
PROMOTIONS
Attractive discounts
5
EMPLOYEE
Employees are always there when needed
6
Employees are polite, friendly and nimble in serving
7
PAYMENT /
TRANSACTION
SYSTEM
Speed in payment service
8
Ease of check-in and check-out
9
COMPLAINT
HANDLING
Ease of submitting complaints
10
Speed in handling complaints
3. Based on the WHAT's sub-matrix, then a HOWs sub-matrix was formed which contained
the steps or actions to be taken and implemented by the inn to answer/improve the attributes
of customer needs (WHATs), then an interview was conducted with the Lodging Operations
Manager. The result was 15 HOWs as shown in Table 3 below:
Table 3
HOWs Sub Matrix
No
HOWs
Attributes
1
Provide public toilets for customers
Availability of public facilities (toilet,
Wifi, TV)
2
Cooperating with internet providers to
provide Wifi networks
3
Provides a TV in the front office room
4
There is a room service officer who
regulates the availability of toiletries
Availability of toiletries (soap and
towels)
5
There is a household officer who handles
cleaning, lighting and complaints from
customers
Comfortable atmosphere (safety,
cleanliness, and lighting)
Speed in handling complaints
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No
HOWs
Attributes
6
There is an internal security officer who
handles the security of the lodging area
Comfortable atmosphere (safety,
cleanliness, and lighting)
7
Coordinate with the police in handling
security in the lodging area
Comfortable atmosphere (safety,
cleanliness, and lighting)
8
Provide discounts for loyal customers
and sales by giving discounts of up to
25%
Attractive discounts
9
Provides discounts for general guests
who stay a little longer (approximately 1
month) by giving discounts of up to 25%
Attractive discounts
10
There is a receptionist who stands by in
the office/front office
Employees are always there when
needed
Ease of check-in and check-out
Ease of submitting complaints
Speed in handling complaints
11
There is a bell boy who stands by in the
office/front office
Employees are always there when
needed
Ease of check-in and check-out
12
Provide training and guidance to
employees
Availability of toiletries (soap and
towels)
Employees are always there when
needed
Employees are polite, friendly and
nimble in serving
Speed in payment service
Ease of check-in and check-out
Ease of submitting complaints
Speed in handling complaints
13
Implementing multi-skill functions for
employees
Availability of toiletries (soap and
towels)
Employees are always there when
needed
Employees are polite, friendly and
nimble in serving
Speed in payment service
Ease of check-in and check-out
14
There is a cashier on standby at the
office/front office
Employees are always there when
needed
Speed in payment service
Ease of check-in and check-out
15
Equip cashiers with complete payment
instruments such as receipts, ATC
machines and QR Codes payment
Speed in payment service
To determine the order of priority for the implementation of service characteristics that
must be met in relation to the demands and expectations of customers, the importance level
of HOWs is calculated. Then after obtaining the level of importance for each HOWs, then
the percentage of interest in the HOWs can be calculated. The level of interest and
percentage of interest in HOWs is presented in Table 4 below:
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Table 4
Interest Level and Percentage of Interest in HOWs
No
HOWs
Interest
Level
HOWs Interest
Percentage (%)
1
Provide public toilets for customers
39,278
3,468
2
Cooperating with internet providers to provide Wifi
networks
39,278
3,468
3
Provides a TV in the front office room
39,278
3,468
4
There is a room service officer who regulates the
availability of toiletries
107,274
9,473
5
There is a household officer who handles cleaning,
lighting and complaints from customers
124,313
10,977
6
There is an internal security officer who handles the
security of the lodging area
47,742
4,216
7
Coordinate with the apparatus from both the police in
handling security in the lodging area
15,914
1,405
8
Provide discounts for loyal customers and sales by
giving discounts of up to 25%
30,702
2,711
9
Provides discounts for general guests who stay a little
longer (approximately 1 month) by giving discounts
of up to 25%
30,702
2,711
10
There is a receptionist who stands by in the
office/front office
131,221
11,587
11
There is a bell boy who stands by in the office/front
office
87,273
7,707
12
Provide training and guidance to employees
151,318
13,362
13
Implementing multi-skill functions for employees
84,812
7,489
14
There is a cashier on standby at the office/front office
145,307
12,831
15
Equip cashiers with complete payment instruments
such as receipts, denominations, ATC machines and
QR Codes
58,034
5,125
TOTAL
1132,448
100,000
From table 4 above it can be seen that those with the largest percentage level of importance
(> 10%) are:
1) Number 12: Provide training and instructions to employees (13.362%)
2) Number 14: There are cashiers who stand by at the office/front office (12.831%)
3) Number 10: There is a receptionist who stands by at the office/front office (11.587%)
4) Number 5: There is a household officer who handles cleaning, lighting and
complaints from customers (10.977%)
This shows that the steps or actions that will be taken and implemented by the
accommodation (HOWs) to answer/improve the attributes of customer needs (WHATs) are
all related to aspects of human resource management.
4. The findings of this study generally support the results of previous studies conducted by
(Gunawan et al., 2022) (Lukmandono, 2021), (Harnjo et al., 2021), (Nugroho et al., 2020),
(Sinaga & Sulistyowati, 2018), (Islam, 2020), (Shah et al., 2018) and (Ofosu-Boateng &
Acquaye, 2020) where the quality of service in the service sector, especially hospitality is
determined by customer satisfaction, but in this study there is a difference in the approach
taken by integrating QFD, SERVQUAL and Kano, and the object of the research is cheap
lodging (not star hotels) so the results are specifically different from other studies previous
research..
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5. The research findings on the aspect of human resource management in service quality in
the hospitality industry are broadly in line with the results of studies conducted by (Alreahi
et al., 2023), (Bambale, 2017), (Betts, 2020), (Choochote & Chochiang, 2015), (Costa et
al., 2021), (Dhar & Singh, 2021), (Firliandini & Ahman, 2022), (Jaisinghani & Jariwala,
2022), (Kaushal & Srivastava, 2020), , (Khdour, 2021), (Madera et al., 2017), (Miah &
Hafit, 2019), (Kumar et al., 2016), (Palguna, 2021), (Papademetriou et al., 2022), (Pham et
al., 2019), (Susanto et al., 2022), (Triatmanto et al., 2019), (Tulsi & Ji, 2020) and (VO et
al., 2020) that human resource management practices have a significant impact on service
organization performance, quality service delivery, where the research findings yield
evidence that the greatest level of importance (> 10%) relates to human resource
management in terms of providing appropriate human resources from in terms of quantity
and qualified quality to serve customers, the point is how lodging should provide officers
who are always on standby at the front office (recepcionist and cashier) and household
officers who deal with issues of cleanliness, lighting and complaints from other customers.
However, the results of this study do not definitively support the research conducted by
(Silva & Martins, 2016) and (Khassawneh & Mohammad, 2021) because of the limitations
of this research, the things that were raised by them have not been confirmed in this study.
For example, is increasing the quality of service while increasing employee loyalty? This
needs to be proven further. However, this study strengthens what was concluded by
(Rakhmat Kabul et al., 2021) regarding the provision and development of human resources
or intellectual capital to ensure the continuity of the organization while adding competitive
advantage for business progress.
In other words, the management of human resources is directly proportional to the quality
of human resources in an organization, including in lodging service organizations, so that it will
determine the quality of service. Human resource management is good, the quality of human
resources will also be good so that the quality of service is also good.
In this study, the authors found the fact that the management of human resources by lodging
management still has weaknesses, namely, firstly from the recruitment aspect because there are
employees whose educational background is not from the hospitality sector and and the number
is not yet sufficient, secondly is the absence of a Standard Operating Procedure (SOP) SOP) and
clear work instructions from the inn. These two things have resulted in many complaints from
customers that have not been handled. The solution is that hotel management must increase the
number of competent employees in the hospitality sector and develop SOPs and work instructions
that are clearer and easier to understand for employees.
CONCLUSION
Based on the research findings and discussion as well as answering the research objectives,
it can be concluded the following matters: 1) There are 16 service attributes that determine the
quality of lodging services based on the results of interviews with customers and inn managers
and of these 16 attributes only 6 service attributes have a positive score meaning that they have
met the level of customer expectations while the remaining 10 service attributes still have a
satisfaction score value negative and weighted customers are not in accordance with consumer
expectations so the focus of improvement must be based on the 10 service attributes; 2) Based on
the 10 service attributes that have not met consumer expectations (WHATs sub-matrix), 15
corrective steps are developed that must be implemented by lodging management (HOWs sub-
matrix) so that the quality of lodging services can improve. Which has the greatest level of interest
(> 10%) related to the management of human resources in terms of providing human resources;
3) The management of human resources is related to the provision of appropriate human resources
in terms of numbers so that there are no shortages/vacancies of officers at the front office (cashier
and receptionist) to serve customers and lodging management needs to provide training and clear
work instructions for employees so that the quality of officers who serve customers can be more
competent.
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