Preface: Customer Satisfaction in Hotel Cinta Sayang Resort, Sungai Petani, Kedah

CUSTOMER SATISFACTION IN HOTEL CINTA SAYANG RESORT, SUNGAI PETANI, KEDAH.
PREFACE
‫ سيدنا وحبيبنا وشفيعنا محمد وآله وصحبه‬,‫الحمد هلل رب العالمين والصالة والسالم على أشرف األنبياء والمرسلين‬
‫أجمعين ومن تبعهم باءحسان الى يوم الدين أما بعد ؛‬
In the name of Allah, most Gracious, most Merciful. The praises to Allah, the Lord of the
worlds, and the sequel is for those who keep their duty unto Him, further, here
will be no hostility except against wrongdoers. Blessing and solution be upon the most honorable
prophet and messenger, His family all His disciples, and those who follow them in goodness till
the Day of Judgment. And we offer our expression of gratitude to Allah, due to His favor and
charity, so, we have finished writing this assignment .This assignment is submitted to Encik
Masri Azrul bin Nayan in partial fulfillment of the requirements. After making a great effort, we
finally completed his assignment. However, we realize that there are still many shortcomings in
this assignment. Therefore we enthusiastically welcome the objective criticism and constructive
suggestion for the improvement of this assignment .Finally, we hopes that this paper will be
useful not only for ourselves but also for the readers.
“Subhana Rabbika Rabbil 'Izzati 'Amma Yasifun. Wa Salamun 'Alal-Mursalin.
Wal Hamdu Lillahi Rabbil 'Alamin.” – 23 March 2016.
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TABLE OF CONTENT
NO TITLE PAGE
1.0 CHAPTER ONE: INTRODUCTION
1.1 BACKGROUND OF STUDY 4
1.2 PROBLEM STATEMENT 15
1.3 OBJECTIVE 16
1.4 RESEARCH QUESTION 17
1.5 SIGNIFICANT OF STUDY 17
1.6 DEFINITION OF STUDY 18
2.0 CHAPTER TWO: LITERATURE REVIEW
2.1 INTRODUCTION 19
2.2 SERVICE QUALITY 19
2.3 DETERMINANTS OF SERVICE QUALITY 19
2.4 MEASUREMENT OF SERVICE QUALITY 22
2.5 SERVQUAL MODEL 23
3.0 CHAPTER THREE: RESEARCH DESIGN
3.1 INTRODUCTION 24
3.2 CONCEPTUAL FRAMEWORK 24
3.3 HYPOTHESIS 25
3.4 INTRUMENT AND QUESTIONNARE
3.4.1 SCALE AND MEASUREMENT 25
3.4.2 POPULATION AND SAMPLE 27
3.4.3 DATA COLLECTION TECHNIQUE 27
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4.0 CHAPTER FOUR: DATA ANALYSIS
4.1 INTRODUCTION 29
4.2 FREQUENCY ANALYSIS 29
4.3 REABILITY ANALYSIS 31
4.4 DESCRIPTIVE ANALYSIS 31
4.5 HYPOTHESIS TESTING
4.5.1 CORRELATION ANALYSIS 32
4.5.2 MULTIPLE REGRESSIONS 32
4.6 CORRELATION COEFFICIENTS 32
5.0 CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 INTRODUCTION 34
5.2 SUMMARY OF FINDINGS 34
5.3 CONCLUSION 35
5.4 RECOMMENDATION 36
5.5 LIMITATIONS OF STUDY AND SUGGESTION 36
FOR FUTHER RESEARCH
6.0 REFERENCES 37
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CHAPTER ONE: INTRODUCTION
1.1 BACKGROUND OF STUDY
Based on Cambridge English dictionary define that hotel is a building where you pay to have a
room to sleep in, and where you can sometimes eat meals, while in business dictionary state that
hotel is a commercial establishment providing lodging, meals, and other guest services.
In general, to be called a hotel, an establishment must have a minimum of six letting bedrooms,
at least three of which must have attached private bathroom facilities. Although hotels
are classified into 'Star' categories between1-Star to 5-Star,there is no standard method of
assigning these ratings, and compliance with customary requirements is voluntary. A US hotel
with a certain rating, for example, is may look very different from a European or Asian hotel
with the same rating, and would provide a different level of amenities, range of facilities,
and quality of service. Whereas hotel chains assure uniform standards throughout, non-chain
hotels even within the same country may not agree on the same standards. In Germany, for
example, only about 30% percent of the hotels choose to comply with the provisions of
the rules established by the German Hotels & Restaurants association. According to International
Hotel & Restaurant (IH&RA), to harmonize hotel classification based on a single grading which
is uniform across national boundaries would be an undesirable and impossible task. As
a rough guide:
 A 1-Star hotel provides a limited range of amenities and services, but adheres to a high standard
of facility-wide cleanliness.
 A 2-Star hotel provides good accommodation and better equipped bedrooms, each with
a telephone and attached private bathroom.
 A 3-Star hotel has more spacious rooms and adds high-class decorations and furnishings
and color TV. It also offers one or more bars or lounges.
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 A 4-Star hotel is much more comfortable and larger, and provides excellent cuisine (table d'hote
and a la carte), room service, and other amenities.
 A 5-Star hotel offers most luxurious premises, widest range of guest services, as well as
swimming pool and sport and exercise facilities.
Historically hotels have also taken on many other functions, serving as business exchanges,
centers of sociability, places of public assembly and deliberation, decorative showcases, political
headquarters, vacation spots, and permanent residences. The hotel as an institution, and hotels as
an industry, transformed travel in America, hastened the settlement of the continent, and
extended the influence of urban culture.
The first American hotels were built in the cities of the Atlantic coast in the 1790s, when elite
urban merchants began to replace taverns with capacious and elegant establishments of their own
creation. Unlike earlier public accommodations, hotels were impressive structures, readily
distinguishable as major public institutions due to their tremendous size, elaborate
ornamentation, and sophisticated academic styles. They were often designed by important
architects. Hotels also had a distinctive internal arrangement incorporating grand halls for the use
of the public and featuring dozens of bedchambers, which for the first time offered private space
to all guests. Building on such a massive scale was tremendously expensive, and hotels cost from
eight to thirty times as much as had been spent on even the finest taverns. Early hotels quickly
became important centers of politics, business, and sociability. The first generation of hotel
building continued into the first decade of the nineteenth century before being brought to a close
by the financial failure of many of the first projects and the economic disruptions surrounding
the War of 1812.
A second period of hotel construction began around 1820, the first of these hotels appeared in
leading commercial centers along coastal trade routes, beginning with Baltimore's City Hotel
(1826), Washington's National Hotel (1827), Philadelphia's United States Hotel (1828), and
Boston's renowned Tremont House (1829). These were followed by similar establishments built
at key points along the Ohio and Mississippi rivers, notably Cincinnati's Pearl Street House
(1831), Louisville's Galt House (1834), and the St. Charles in New Orleans (1837). These and
other second-generation American hotels were much larger and more numerous than their
predecessors and established the rectilinear, city-block hotel as a set architectural form that
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would be repeated in locations all across the growing nation. This phase of hotel development
was brought to a close by the prolonged depression that followed the panic of 1837.
The third generation of hotels was catalyzed by the rapid growth of the American railroad system
in the decades after 1840, a development that freed long-distance travel from the limitations of
the river system and recon-figured the nation's transportation network along an east-west axis.
Hotels continued to multiply in the East and also proliferated along the advancing frontier of
settlement, rising over the prairies and plains in the 1840s and 1850s and appearing in the
mountain West in the 1860s and 1870s. The westward advance of hotel construction soon linked
up with a counterpart that had originated with Anglo settlement of the Pacific coast and extended
eastward. By the time of the centennial, America boasted both a transcontinental railroad and a
continental hotel network. Hotelkeepers had meanwhile come to see their operations as
constituting an integrated national system. In the 1840s, they embraced new theories and
methods of hotel management based on closer supervision and regimentation of employees and
regularized contact among managers. In the 1850s, hotel proprietors began to organize their first
local trade associations, and in the 1870s they established specialized publications like Hotel
World and the National Hotel Gazette that served the industry nationwide. Visitors from
overseas constantly commented on the size, extent, and excellence of the nation's hotel system,
revealing that as early as midcentury, the American hotel had surpassed the hostelries of Europe
and become the leading international standard for public accommodation.
Hotel development also involved diversification of hotel types. Most early hotels had been large
urban luxury establishments, but newer variants quickly emerged. Resort hotels, designed to
accommodate the rising tide of tourists, were built in scenic rural landscapes far from the cities
where the hotel form had been born. Commercial hotels, more simply furnished and less
expensive than the luxury variant, served the growing ranks of traveling salesmen and other
commercial workers set in motion by the burgeoning economy. Railroad hotels were built at
regular intervals along track lines to provide passengers and crews with places to eat and rest in
the decades before the introduction of sleeping cars. Residential hotels, dedicated to the housing
needs of families increasingly unable to afford private houses in expensive urban real estate
markets, served as the prototypes for apartment buildings. And a frontier hotel form,
characterized by wood construction, whitewash, and tiered porches, was built in hundreds of new
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settlements where travelers and lumber were common but capital was scarce. These and other
hotel types soon far outnumbered luxury hotels, though the latter variety received the most
attention from journalists, authors, and printmakers, and therefore tended to stand for all hotels in
the popular imagination. (Sandoval-Strausz. A. K. 2003.)
According to the J.D. Power 2015 North America Hotel Guest Satisfaction Index Study. The
hotel guest satisfaction has increase to a high record, while the number of guests experiencing
problems during their stay has decrease significantly. Overall guest satisfaction across eight (8)
hotel segments which are luxury, upper upscale, upscale, upper midscale, midscale, economy or
budget, upper extended stay, and extended stay. Then seven (7) key factors are examined in each
segment to determine overall satisfactions which are reservation, check-in or check-out, guest
room, food and beverage, hotel services, hotel facilities and cost and fees. Overall satisfaction in
2015 reaches an all-time high compare to 2014 and the previous years. In the study also state that
the staff interactions with guests have a great impact on mitigating problems. Hotels also have an
opportunity to substantially improve satisfaction by proactively addressing guest needs. While
service recovery is often emphasized as a strategy to regain guest loyalty, it’s even more
important to prevent problems from occurring in the first place. (Calif. 2015, July 15.)
Hotel Industry does not only provide place for people to stay during holiday but it offers more
than that. Based from the Facts & Figures, Tourism Malaysia, it shows that the number of
foreign tourist came to our country increasing from year 1998 to year 2009 (Kementerian
Pelancongan Malaysia). The more hotels build the more income it will make in our country.
Firstly, the Hotel Industry increases the local economy. It means, when one hotel build up, the
entire area of hotel will get to develop too. For example, the hotel of Pangkor Resort in Pangkor
Island, Perak had improved the local economy like more local markets were built and public
facilities improved also the local fish-mongers’ income increase as well. Secondly, increasing in
Tourism Industry. Good hotel will attracts more foreign tourists to experience it especially with
our diverse cultures will offer different kind of feels like the hotel in Sarawak and Borneo, and
the hotel in peninsular Malaysia which both offer different experiences. Thirdly, the Hotel
Industry had indirectly promotes our country internationally especially the foreign-chained hotels
that already made names in the world. We could see it from Hilton Hotel in Petaling Jaya,
Selangor. This Hilton Hotel knows for their good quality service and many branches throughout
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the world. Forth, the Hotel Industry offers many job opportunities (Kerjaya dalam Sektor
Hospitaliti: Sikap dan Persepti Pelajar IPT) in many industries and sectors. Some of them are the
Travel Industry, the Building Industry, the Crafts Industry, the Transportation Industry and most
demanding Education Sectors. The Hotel Industry always needs to improve their services in
many areas. The Education Sector will continue to train future employees that able to keep with
these-fast industries. Diplomas and Degrees in Hospitality, Culinary and Management will help
to manage the hotels in synchronize manner and other majors too like Architects and Pilots. In
conclusion, hotels contribute the output of goods and related services which build well-being of
their nations and communities. Visitors spend the hotels and contribute the local economies
directly and indirectly. When foreign visitors avail the facilities of these hotels the foreign
currency is earned through the visitor's payments (The Economic Importance of Hospitality
Industry Tourism Essay).
Intrinsically linked with the travel and tourism industry, an industry which contributed seven
trillion U.S. dollars to the global economy in 2013, the hotel industry is certainly a profitable
one. Travelers who are on the road for more than one day need a place to sleep and rest and there
are various types of lodging across the world to accommodate for this. Clearly a valuable
service, it is no surprise that Euro monitor International forecasted a 550 billion U.S. dollar
revenue for the industry in 2016.
In 2014, the occupancy rate (the share of total rooms available which are occupied or rented at a
given time) of hotels in all global regions had increased year-on-year for the past couple of years,
suggesting more demand for the industry. Europe was the region with the highest occupancy rate
in 2014 at 68.8 percent, closely followed by the Asia Pacific region at 68.6 percent. In the same
year, the Middle East and Africa was the most expensive region for hotels with an average daily
rate of 165.97 U.S. dollars. The Americas is generally the cheapest region each year.
Despite being located in one of the cheapest regions for hotel rates, the most expensive city
destination in the world can be found in the United States, New York City. Hotel rates in New
York City in 2014 averaged around 360 U.S. dollars per night, according to travel review site
TripAdvisor. Seven out of the top ten most expensive city destinations for hotels were in Europe.
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The statistic ranks international hotel brands by the number of hotels worldwide in 2013. The
Best Western hotel brand encompasses 4,024 hotels worldwide.
Average daily rate of the hotel industry worldwide from 2008 to 2014, by region (in U.S.
dollars)
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This statistic shows the average daily rate of the hotel industry worldwide from 2008 to 2014, by
region. In 2014, the average daily rate of hotels in the Asia Pacific region was 115.67 U.S.
dollars.
Average daily rate of hotels in the United States from 2001 to 2015 (in U.S. dollars)
This statistic shows the average daily rate of hotels in the United States from 2001 to 2015. The
average daily rate of the U.S. hotel industry was forecasted to reach 121.37 U.S. dollars in 2015.
Malaysia's tourism sector is one of the 12 National Key Economic Areas (NKEAs), which has
been identified as one of the contributing prime sectors in undeniably, Malaysia has proven its
ability in the tourism industry. The Malaysia government will continue it’s strived to push the
tourism and culture sector to a greater height. This is in line with the government's aspiration via
Malaysia Tourism Transformation Plan which is to attract 36 million tourists to Malaysia and
generate RM168 billion for the country by year 2020.
MIDA will continue to focus on high-yield tourism, driving economic and employment growth
for the nation. The development of hotel and tourism projects is encouraged in line with the
promotion of Malaysia as an attractive tourist destination and as regional center for trade and
commerce. The following activities in the tourism sector are currently being promoted and are
eligible to be considered for incentives under the Promotion of Investments Act (PIA), 1986:
 Establishment of budget hotels ( 1 - 3 star )

 Establishment of 4 - 5 star hotels (will expire on 31 December 2016)
 Expansion/modernization/renovation of existing hotels ( 1 - 5 star )
 Establishment of tourist projects
 Expansion/modernization of tourist projects
 Establishment of recreational camps
 Establishment of convention centers (with a hall of at least 3,000 seating capacity).
Malaysia is well endowed with abundance of natural resources particularly suitable for
sustainable tourism. Tourism industry maintains its sustainability through its economic viability.
Increasing attention has been given by the Malaysian government to develop sustainable tourism
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as an alternative source of foreign exchange. The development allocation for this industry has
been increasing over the years. It has been increased from Ringgit Malaysia (RM) 605.5 million
in the 7th Malaysian plan to RM1009 million in the 8th Malaysian plan period. In the 9th
Malaysian plan period, the allocation reached to RM1367 million.
Tourism department officially begun in 1959 was transformed to Tourism Development

Corporation (TDC) in the early 1970’s, the beginning of ‘new era’ for the Malaysian tourism
industry. The recognition also came following a phenomenal growth rate experienced by the
industry since the late 1960s. TDC was formed in 1972 under the Ministry of Trade and Industry
(MITI), which was responsible for the coordination, development, and promotion of domestic
and international tourism. During the period of 1970s, government efforts to develop tourism
was set off to several development objectives such as, increasing foreign exchange earnings,
increasing employment, and income levels, fostering regional development, diversifying the
economic base, and increasing government revenue.
The concentrated effort was given to the development of basic infrastructure for tourism in that
period. Tourism industry accrued higher priority from the government in 1980s. Government
supports for tourism continued with the establishment of the Ministry of Tourism and Culture in
1987 later renamed as the Ministry of Culture, Arts, and Tourism (MOCAT) in 1990. The
industry has had full support in terms of funding, planning, coordination, regulation and
enforcement) with formation of MOCAT which was upgraded to the Ministry of Tourism in
2004 to coordinate, direct, and ensure that all tourism development initiatives and programs were
implemented according to National Tourism Master Plan in line with the government’s objective
to encourage and accelerate the domestic private sector and stimulate the tourism sector to lead
the growth of the economy.
The tourism industry growth rate is dependent on the growth rate of the overall national
economy and the hotel industry growth rate, in turn, is dependent, to some extent, on the growth
of the tourism industry. Past statistics have indicated that the hotel sales volume represents
approximately 36% of the total receipts from tourism. This fact should hold true when the
economy remains stable. The performance of the hotel sector is also influenced by the volatility
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of changes in the external and international environment. An economic upswing or downturn

will have an almost immediate impact on its performance. In recent years, the Malaysian hotel
industry has seen drastic changes in its external environment, largely as a result of the greater
extent of volatility in the environment and the increasing level of uncertainties in the world’s
economy. On a macro level, the hotel industry in Malaysia is quite vulnerable to foreign and
international competition.
Spending patterns for July 2015 showed that a visitor had an Average Daily Expenditure (ADE)
of Php4,863.70, higher by 16.73% Php4,166.70 average daily spent recorded in July 2014 while
the average per capita.
The Malaysian economy depended highly on trading of commodities such as rubber, cocoa, palm
oil and timber until mid-1990s, where the country gradually experienced the emergence of the
manufacturing sector. During this period, the service industry, including tourism was also
blooming. Significantly, major expansion in the tourism industry was enjoyed since 1970 in
which a sharp increase was reported in foreign exchange revenue, employment opportunities and
potential tourism attractions. (Goldsmith & Mohd Zahari, 1994).
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However, because of the global economy crisis, “virus Nipah”, haze and coxsackie in year 1997
and 1998, the tourism sector in Malaysia have been reflect descending which the percentage of
tourist is decreasing from13% in year 1997 and 10.6% in year 1998. In order to stabilize
Malaysia economy, government have plan many strategy one of that is increasing back the
tourism sector. Malaysia government make a new strategy by increasing the promotion and enter
in new market such as China, India, Australia and Europe.
The Ministry of Tourism Malaysia played a major role in making Malaysia be a success in this
service. One of the activities is Visit Malaysia. Lastly, in year 1999 the increasing of tourist
43.6% better that 1998.
Tourism sector will affect hotel industry which is the higher the tourists have come, the higher
the hotel industry. When the hotel industry is expanding larger and larger, the Gross Domestic
Product (GDP) will also higher. Other than GDP, it will also affect other such as employment.
Figure above show that the continual increases in tourist from the 2001 until 2010. This increases
well reflected the increases of average occupancy rates of hotel because of the higher demand.
This graph show that from year 2001 until 2003 has continuously increase on the tourist arrival
which are from 5million in year 2001, in 2002 is 10million, and in 2003 is 15million. According
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the legend in year 2004 the graph has fluctuated from 15million in 2003 to around 10million in
year 2004. To year 2005 until 2010 the legend has been increasing continuously.
Hotel industry managers consider that business can make their profit by satisfying customers.
Most of the empirical evidence show that only customer satisfied will retained with you or will
avail your services again. It is only the buyer loyalty that is significantly vital than customer
satisfaction for business successful. Whereas the business image also an imperative consideration
that maybe optimistically or negatively influenced the marketing activity. The ability to persuade
the customer perception of the goods or services offered is brand image, brand image of hotel
industry is independent of travelers market, that why hotel image is placed as an important factor
among customer loyalty. For this reason, this point to that good image directly to customer
satisfaction and unfavorable image will lead to dissatisfaction. The issue make customers not
satisfied in hotel is, first services quality that they get in hotel, second is cleanliness or hygiene,
and third is price on hotel.
Service quality is an important consideration, so hotel management striving to attain maximum

customer satisfaction by providing quality services. According to, service quality also is the life
blood for hotel industry and it is further linked with customer satisfaction being study by and the
other one, customer satisfaction is related with customer loyalty. Service quality is considered an
evaluation between service prospect and what actually has been received. The higher services
quality can be maintain due to change in hotel performance. There are four aspects to improved
services quality those were is hotel employees, services delivery, prestige and customers
facilities and surroundings. Ziethaml et al., (1985) conduct a study in which they presented the
ten useful requirements to the customers. These are: responsibility, reliability, tangibility,
credibility, communication, security, competence, understanding the customers, courtesy and
services accessibility.
Cleanliness or hygiene is also important issue in hotel industry. Hygiene or cleanliness are
important in many areas of business, but are perhaps most pertinent in the hospitality industry.
Places such as hotels, bars and restaurants are constantly under public scrutiny and risk losing
everything if they fail to pass regular checks from the relevant authorities. There are not many
other industries in which the standard of cleanliness is judged to be an integral part of the
experience, but in hospitality a major chunk of repeat business relies on the fulfillment of these
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high expectations. So what are the best ways of ensuring business reaches the high levels of
cleanliness needed for success in hospitality?
Price will be impacts on customer satisfaction. Research within the hospitality industry suggests
that price plays a significant role in the perception customers have towards the value and quality
of the hospitality product they are buying (Mattila et al.,2003, p. 329). Guests simply expect to
receive a higher level of service when they pay more for the service (Matzler et al., 2006, p.181).
Within the hotel and cruise industry, this essence means that the higher performing yields result
will higher guest expectations. Assuming of the product delivery and service quality is static
regardless of price fluctuations, higher expectations also often consequentially result in lower
guest satisfaction. This article will give effect on issue, the impact price on customers price
perception, and it will also explain how guest’s value perception, loyalty and expectations are
related to the price they pay.
Customer satisfaction is an important facet of the hospitality industry. Hotel industry is the place
where the customers find or to be paying attention to the type of service that they receive. Hotel
service provider is to maintain customer happiness and satisfaction if hotel management knows
how to control the issues that make customers dissatisfaction with the service provider. Happy
customers are loyal customers, it is important for hotel management to provide stellar service,
but awesome products as well. Make it a point to be on the fast track for keeping up with trends
that customers may follow such as building personal assistance services for traveling customers
or making special concessions for avid repeat consumers. Be sure you have items on hand so
when your customer needs you and your products, everything's available. Keep customers loyal
by focusing on them at all times.
1.2 PROBLEM STATEMENT
The purpose of the research is to identify what is the factor that influences customer satisfaction
and the problem that wants to be solving in the researches is; what are the factors that influence
customer satisfaction in hotel industry. In hotel industry there are more and most of the service
businesses are trying to make their customers satisfied and fulfill with their services provide,
especially the hotel industry. Once customers and requirements are clearly identified and
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understood, hotel operators are more likely to anticipate and fulfill their customers’ needs and
wants.
Service quality has been recognized as a key factor in differentiating service products. Customer
satisfaction can be secured can be secured through high quality product and service. Customer
may have different values and different ground for assessment and most of the time they may
perceive the same service in different ways.
Hospitality and Tourism sector is the biggest sector that contributes a lot of income to the world
economy. The tourism sector and related services in particular have been keen to explore
different ways of managing front-line staff specifically, because of their significance to the
service encounter and impact on customer satisfaction.
The hospitality and tourism sector often described as a ‘people industry’. Customer expectations
and moods will form a vital basis for judging the success or failure of the service encounter. The
more satisfied the customers, the more likely they will return or either extends their hotel stay.
Furthermore, today’s tourism business environment and the multicultural diversity of
international tourists points to the importance of developing a better understanding of the
culturally different tourist. Cultural differences in value orientation ad social behavior have
direct impacts on tourist holiday experiences. The host’s ability to respond effectively to a
culturally different tourist was an important element determining positive tourist holiday
experience and satisfaction.
Tourism is fast growing industry in Malaysia, and there are different types of hotel serving guest
and tourists. Therefore, excellent service recovery is required to improve customer retention by
the effective handling of the service failure situation.
1.3 OBJECTIVE
i. To identify the relationship between tangibles and customer satisfaction.
ii. To identify the relationship between reliability and customer satisfaction.
iii. To identify the relationship between responsiveness and customer satisfaction.
iv. To identify the relationship between confident and customer satisfaction.
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v. To identify the relationship between communication and customer satisfaction.
1.4 RESEARCH QUESTION
i. What is the relationship between tangibles and customer satisfaction?
ii. What is the relationship between reliability and customer satisfaction?
iii. What is the relationship between responsiveness and customer satisfaction?
iv. What is the relationship between confident and customer satisfaction?
v. What is the relationship between communication and customer satisfaction?
1.5 SIGNIFICANT OF STUDY
This research is important due to help the hotel strategized their hotel in management,
promotion, facility and etc in the future. This important of this research also give them additional
information to the hotel management how they are going to make an improvement about what to
do, what are the strategy to their hotel. Whereby if their make an improvement in their hotel,
indirectly it can help the growth in tourism industry at the same time.
In aspect of hotel, the important of research it can help them to increase their sales per month,
expand their hotel in other state or country. In aspect of industry, it can motivate other new
entrepreneur to open a hotel industry and it can also help hotel to obtain a competitive advantage.
In side of government, it can help government to reduce the number of unemployment which
directly can increase the income per capita, it also can help government to fill in the demand, it’s
also can help to increase the economic growth of the country.
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1.6 DEFINITION OF STUDY
i. Tangibles
 The general physical appearance and functionality of the hotel such as the interior
and exterior of the hotel and the restaurant.
ii. Reliability
 The extent to which employees can be depended on to perform the service right
the first time.
iii. Responsiveness
 Solving customers’ problem promptly and efficiently.
iv. Confidence
 The competence and courtesy of employees ease of access to employees, and the
security of the hotel in providing safe service environment.
v. Communication
 Keeping guest informed and making efforts to understand and respond to their
need.
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CHAPTER TWO: LITERATURE REVIEW
2.1 INTRODUCTION
In this chapter, we have discussed on what is the SERVQUAL. Secondly, we also have discussed
on the past researcher or past scholars on what is their thought about the independent variables
are which is consist of tangible, reliability, responsiveness, confidence and communication. In
particular, the study covers literature related to the study as studied by other scholars.
2.2 SERVICE QUALITY
Researchers proposed different views on the definitions of service quality. Service quality is
defined as a comparative function between consumer expectations and actual service
performance (Parasuraman et al., 1985). On the other hand, Parasuraman et al., (1988) defined
service quality as the ability of an organization to meet or exceed customer expectations.
According to Cronin & Taylor (1994), service quality is a form of attitude representing a long-
run overall evaluation of service. As observed by Chang, Chen and Hsu (2002), the traditional
notion of service quality by Parasuraman et al., (1985) is most commonly accepted.
2.3 DETERMINANTS OF SERVICE QUALITY
When purchasing goods, the customer employs many tangible aspects to judge quality; style,
hardness, color, label, feel and package. However, when purchasing services fewer tangible
aspects exist. In the absence of tangible evidence on which to evaluate quality, customers must
depend on other aspects. Service quality dimensions are the aspects/characteristics which
customers use to evaluate service quality.
A research by Parasuraman et al., (1985) identifies ten determinants that influence customers’
perceptions of service quality as reliability, responsiveness, tangibility, communication,
credibility, security, competence, courtesy, understanding and access. The description of the
ten determinants of service quality is given in Table 2.1.
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Dimension Description
Tangibility Physical evidence of service (facilities, tools, equipment
Responsiveness Willingness or readiness to provide service, timeliness
Reliability Getting it right first time, honoring promises, dependability.
Communication Keeping customers informed in a language that they can understand
Credibility Honest, trustworthiness, having customer’s best interest at heart
Security Physical and financial; confidentiality
Competence Possession of the skills and knowledge required to perform the
service
Courtesy Politeness, respect, friendliness, clean and neat appearance.
Understanding Knowing the customer, his needs and requirements.
Access Ease of approach and contact
Table 2.1: Ten dimensions of service quality
Source: Adapted from Parasuraman, Zeithml and Berry (1985)
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In a follow-up study, Berry et al., (1988) found a high degree of correlation between, on the one
hand, communication, competence, courtesy, credibility and security, and, on the other, between
access and understanding; and so they created the two broad dimensions of assurance and
empathy, that is, five consolidated dimensions:-reliability, responsiveness, tangibles, assurance
and empathy (Parasuraman et al., 1988). These dimensions were then used as a basis for the
development of a service quality measurement instrument; SERVQUAL model (Zeithamlet al.,
1988). Table 2.2 demonstrates the five service dimensions customers care about.
Dimension Description
Tangibles Physical facilities, equipment and appearance of personnel.
Reliability Ability to perform the promised service dependably and accurately
Responsiveness Willingness to help customers and provide prompt service
Assurance Knowledge and courtesy of employees and their ability to inspire trust and
confidence
Empathy Caring, individualized attention the firm provides its customers.
Table 2.2: Five dimensions of service quality

Source: Adapted from Parasuraman, Zeithml and Berry (1988)
Johnston et al., (1990) tested the comprehensiveness of Parasuraman et al’s (1985) service
quality determinants using management perceptions of service and suggested a refined list of 12
determinants of service quality as access, appearance/aesthetics, availability, cleanliness/tidiness,
comfort, communication, competence, courtesy, friendliness, reliability, responsiveness and
security. The limitation of their work lay in the fact that the empirical investigation drew only on
Page 21
management perception of service quality unlike Parasuraman et al., (1988) who used customer
data in order to identify the determinants of service quality.
Johnston and Silvestro (1990) included the customer’s perspective to the 12 service quality
dimensions and identified 5 additional dimension to create 17 dimensions as access,
appearance/aesthetics, availability, cleanliness/tidiness, comfort, communication, competence,
courtesy, friendliness, reliability, responsiveness, security care, commitment,
attentiveness/helpfulness, functionality and integrity (Johnston et al.,1990).
Gronroos (1990) identified three dimensions of service quality as technical quality of the service
(“what” service is provided), which can be assessed by the customer like the technical
dimensions of a product, functional quality which represent how the service is provided and the
image of the service provider which moderates both technical and functional quality to arrive at a
perceived level of service. He argued that functional quality is an important dimension of
perceived service than technical quality because service quality lies in improving the functional
quality of a firm’s service process by managing the staff-customer interaction and transactional
relationships. He observed that a favorable image is an asset for any firm because it has an
impact on customer perception of the operation of the firm.
These authors and many others who have postulated service quality dimensions appear to have
based their work on Parasuraman et al., (1985) and Parasuraman et al., (1988) well publicized
work. For the purpose of this study, therefore, the researcher adopted Parasuraman et al’s (1988)
dimensions of service quality i.e. Reliability, Responsiveness, Access, Empathy and Tangibles.
The five dimensions of service quality developed by Parasuraman, Zeithmal and Berry (1988)
are the most acknowledged and applied in diversity of service industries (Nathan.D. and
Saghier.N. (2013).
2.4 MEASUREMENT OF SERVICE QUALITY
Measuring service quality is an important aspect in the quality improvement process because it
provides feedback about the type of service provided and the extent to which it meets customers’
Page 22
needs (Mwangi et al., 2009). A number of scholars have carried out several studies with an aim
of developing models of measurement that would help service organizations determine the extent
to which their services are effective.
2.5 SERVQUAL MODEL
The model was developed by Parasuraman, Zeithaml and Berry (1988) as a tool of identifying
service quality shortfall. This model is based on the premise that customers can evaluate a firm’s
service quality by comparing their perception of its service with their own expectations.
The model measures customer expectations and perceptions of service quality. The quality gap
(Q) is calculated by subtracting the expectation (E) from the perception (P) value i.e. P-E=Q.
Summation of all the Q values provide an overall quality rating which is an indicator of relative
importance of the service quality dimensions that influence customers’ overall quality
perceptions. SERVQUAL is a standardized instrument that has been applied across a broad
spectrum of service industries.
The SERVQUAL scale (Questionnaire) has two sections: one is about demographic and the
second is the measurement of independent variable which is consists of tangible, reliability,
responsiveness, confidence and communication. It is to measure customer satisfaction in relation
to a service segment and the other to measure perception regarding the organization whose
service is being assessed. SERVQUAL comprises a 26 items (Likert-type) with five dimensions
of tangible, reliability, responsiveness, confidence, communication. From the 5 dimensions, 26
statements are derived, each measuring of customer satisfaction in hotel service. The customers
are required to rate, on a 7-point Likert scale, the degree to which they feel the service provider
should deliver for an excellent service. Another identical scale is provided adjacent to the first
one in which the respondents rate the actual quality of service delivered to them by an
organization based on their perceptions. For each statement, the difference between perception
and expectation is calculated; the averages of the obtained score being the SERVQUAL score
(Parasuraman et al., 1988).
Page 23
CHAPTER 3: RESEARCH DESIGN
3.1 INTRODUCTION
This chapter’s study is about design of this research which is includes the conceptual framework,
hypothesis and the purpose of the chapter is to explain how the research will be conducted.
3.2 CONCEPTUAL FRAMEWORK
(IV) (DV)
Tangible
Reliability
Responsiveness Customer’s
Satisfaction
Confidence
Communication
FIGURE 1.0
Source: Ladhari R. (2009)
The Figure 1.0 shows the conceptual framework that purpose in this study. Based on this
framework, tangibles, reliability, responsiveness, confidence, and communication are
independent variables. While, the customer satisfaction is an dependent variable.
Page 24
3.3 HYPOTHESIS
The factors that influence service quality in a hotel between tangibles, reliability, responsiveness,
confidence, and communication with customer satisfaction.
The following hypothesizes are the results:

H1: The tangibles have a positive relationship between customer satisfaction.
H2: The more the reliability, the higher the customer relationship.
H3: The responsiveness have a positive relationship between customer satisfaction.
H4: The more the confidence, the higher the customer satisfaction.
H5: The communications have a positive relationship between customer satisfactions.
3.4 INSTRUMENT AND QUESTIONNAIRES
3.4.1 SCALE AND MEASUREMENT
The unit of analysis was defined as unit in the study that going be measured and analyses to
produce the result. In our research, about the customer satisfaction in Hotel Cinta Sayang Resort
Sungai Petani.
The questionnaire items were selected from previous research and the results of focus group
sessions, and were rephrased to suit the context of the study and to represent the variables in the
research model. In this study, using Getty and Getty (2003) examined the dimensions of service
quality in the hotel industry in USA and developed a new scale (called "Lodging quality index")
with five service-quality dimensions which is consist tangible, reliability, responsiveness,
confidence and communication.
The items measured for perceived cost were adapted from a prior study on customer. Measures
of perceived risk were adapted from several prior studies in different commercial areas and the
discussions in the focus group sessions. A seven-point Liker scale, with anchors ranging from
“strongly disagree” to “strongly agree”, was used for all questions except the demographic ones.
Page 25
This chapter represents the details of the approaches quantitative methods employed in this
study.
The perceived of service quality. In accordance with the views of Cronin and Taylor (1992) and
Brady et al. (2005), the present study measured service quality with a performance measure
(rather than "gap" measure). The measure selected was the lodging quality index (LQI)
developed by Getty and Getty (2003). LQI is composed 26 item categorized into five
dimensions:
1) Tangibles (consisting of eight items, such as the front desk was visually appealing, the
employees had clean neat uniform, the restaurants atmosphere was inviting, the shop
were pleasant and attractive, the outdoor surroundings were visually attractive, the Cinta
Sayang Resort was bright and well lighted, the Cinta Sayang Resort interior and exterior
were well maintained, and the Cinta Sayang Resort was clean).
2) Reliability (consisting of four item, such as my reservation was handled efficiently, my
guestroom was ready as promised, TV, Radio, A/C, light, and other mechanical
equipment worked properly, and last I got what I paid for).
3) Responsiveness (consisting of five item, such as employees responded promptly to my
requests, informative literature about the Cinta Sayang Resort provided, employees are
willing to answer my questions, employees responded quickly to solve my problems and
last room service was prompt).
4) Confidence (consisting five items, such as employees knew about local places of interest,
employees treated me with respect, employees were polite when answering my questions,
the Cinta Sayang Resort provided save environment, and last the facility were
conveniently located).
5) Communication (consisting four item, such as charges on my account were clearly
explained, I received undivided attention to the front desk, preservationist tried to find
out my particular needs, and last employees anticipated my needs).
The emotional satisfactions were measured in terms of three emotions. Which are, not at all
happy, very pleasant, and not at all joyful.
Page 26
The respondents were asked to indicate their perceived service quality and emotional satisfaction
on a seven-point Likert scale (1="strongly disagree" to 7="strongly agree") that used for all
items.
3.4.2 POPULATION AND SAMPLE
The target population for this study was the customers who had stayed in Cinta Sayang Resort.
From this population, a sample for the study was selected on the basic of convenience sampling
method. Data were collected by group of study in one day at Cinta Sayang Resort. Potential
respondents were approached by group of study at the entrance and were asked whether they
would be willing to participate in a survey dealing with hotel service quality. Only those who
had stayed in hotel Cinta Sayang Resort received the questionnaire. In all 30 questionnaires were
distributed to respondents who consented to take part in survey. For this study, all 30
questionnaires complete by 30 respondents and this questionnaire is valid for further analysis.
3.3.3 DATA COLLECTION TECHNIQUE
Questionnaires were used to capture the necessary data for the study. The questionnaire
comprised sections A and B. Section A elicited demographic information such as gender, age,
marital status, race, annual income and occupation. Section B was designed based on previously
validated questionnaires for the different constructs, using a 7-point Liker type scale. Data from
questionnaires was captured into Microsoft excel and imported into SPSS software for statistical
analysis.
A survey is a powerful and effective tool that can be used to collect data about perceived service
quality and behavioural intention. The advantage of this method was that both the cost and the
time required were low. Data collection was conducted in March 2016 at Hotel Cinta Sayang
Resort. Different customers with different backgrounds were randomly invited to do the survey
questionnaires. The sample exclusively considered of Hotel Cinta Sayang Resort customers.
The questionnaires administered to the respective respondents for primary data collection. Data
collected were analyzed both qualitatively and quantitatively through Statistical Package for
Page 27
Social Science (SPSS).The ideas collected from Interview were also analyzed by using SPSS and
the researcher’s knowledge obtained from literature review. A brief invitation and introduction to
this research was provided to participants before they started filling out the questionnaires. If
they accepted the invitation, questionnaires were handed out to them.
Page 28
CHAPTER FOUR: DATA ANALYSIS
4.1 INTRODUCTION
In this chapter, SPSS was used to analyze the result of the study, to present the results and data
from the research. This chapter also covers the frequency analysis to analyze the demographic of
the research. Besides, descriptive statistics were also used to measure the mean and standard
deviation, and reliability analysis is to evaluate whether the value obtained in this research can be
trusted or not. This presentation will proceed with an analysis to determine the demographic
profile of respondent and the respondents’ background. Furthermore, Pearson Product Moment
Correlation Analysis to identify the relationship between two variables, and also multiple
regression analysis was carried out to explain the relationship between the independent variables
and the dependent variables. Lastly, the hypothesis testing was conducted to determine the
relationship between the dependent variables within independent variables. This chapter was
discussed at the following frequency analysis (demographic), reliability analysis, descriptive
statistics for the main variables of the study, correlation analysis, and multiple regression
analysis and hypothesis test related to the conceptual framework.
4.2 FREQUENCY ANALYSIS
Respondent’s Frequency Percentage (%)

demographics
Gender Male 14 46.7
Female 16 53.3
Age Below 19 3 10.0
20-29 8 26.7
30-39 7 23.3
40-49 5 16.7
50-59 6 20.0
60 and above 1 3.3
Marital status Single 8 26.7
Married 21 70.0
Other 1 3.3
Page 29
Race Malay 20 66.7

Indian 6 20.0
Chinese 4 13.3
Occupation Government sector 9 30.0
Private sector 12 40.0
Other 9 30.0
Annual income Below RM15k 11 36.7

RM 15 001- RM30k 1 3.3
RM 30 001- RM 45k 6 20.0
RM 45 001 – RM 60k 8 26.7
Above RM 60 001 4 13.3
Table 4.1
The table above is about the demographic profile of respondents by genders, age, marital status,
race, occupation and annual income. Table 4.1 shows the number of respondent by gender for
this study. Based on the findings, it appears that more female respondents than male respondents.
Male respondents consist of 14 people (46.7%), while female 16 people (53.3%). The age of the
respondents consists of 3 people below 19 years old (10%), 8 people of 20-29 years old (26.7%),
7 people 30-39 years old (23.3%), 5 people 40-49 years old (16.7%), 6 people 50-59 years old.
Finally, 1 people 60 years old and above (3.3%). The marital status of our respondents consists
of 8 people single (26.7%), while 21 people married (70%) and 1 people the marital status is not
state (3.3%). Among of our respondent, the race of Malay consists of 20 people (66.7 %), while
Indian is 6 people (20%), and Chinese is consist of 4 people (13.3%). The occupation of our
respondent consists of 9 people in government sector (30%), 12 people from private sector
(40%) and 9 people from other sector (30%). The annual income of our respondents consists of
11 people (36.7%) below RM 15 000, 1 people of RM 15 001-RM 30 000 (3.3%), 6 people
(20%) RM 30 001- RM 45 000, 8 people (26.7%) RM 45 001- RM 60 000, while 4 people
(13.3%) above RM 60 001.
Page 30
4.3 REABILITY ANALYSIS
Variables Number of items Number of items discarded Cronbach’s alpha

Tangible 8 - 0.821
Reliability 4 - 0.902
Responsiveness 5 - 0.869
Confidence 5 - 0.928
Communication 4 - 0.861
Emotional satisfaction 3 - 0.942
Table 4.2 Summary of reliability analysis
4.4 DESCRIPTIVE ANALYSIS
The summary of the descriptive statistic of the variables is given in table 4.3. All variables were
measured in 7-point Likert scale with 7 being strongly agree.
Mean Std. deviation

Tangible 5.5417 0.48394
Reliability 5.9083 0.63817
Responsiveness 5.6267 0.78033
Confidence 5.8467 0.67197
Communication 5.6333 0.75639
Emotional satisfaction 6.3556 0.75269
Table 4.3
Page 31
4.5 HYPHOTESIS TESTING
4.5.1 CORRELATION ANALYSIS
Person product-moment correlation was used to investigate the inter-correlations among all the
study variables. Table 4.5 and appendix provides the summary of the results.
4.5.2 MULTIPLE REGRESSIONS
The first regression was run to determine the relationship between tangible, reliability,
responsiveness, confidence, communication, toward customer satisfaction.
From the output of regression from the ANOVA table, the variables were tested significant with
(p< 0.01) and F = 8.048. The regression tests had presented a strong inference with R square of
0.626. Approximately 62.6% variations of customer satisfaction toward Hotel Cinta Sayang
Resort, Sungai Petani, Kedah can be explain by tangible, reliability, responsiveness, confidence,
and communication. The adjusted R² value is 0.549.
4.6 CORRELATION COEFFICIENTS
TGB RTY RES CFD COM EMO

TGB Pearson’s Correlation 1
Sig.(2-tailed)
RTY Pearson’s Correlation 0.425** 1
Sig.(2-tailed) 0.019
RES Pearson’s Correlation 0.310 0.801** 1
Sig.(2-tailed) 0.096 0.000
CFD Pearson’s Correlation 0.437* 0.798** 0.810** 1

Sig.(2-tailed) 0.016 0.000 0.000
COM Pearson’sCorrelation 0.317 0.727** 0.695** 0.812** 1

Sig.(2-tailed) 0.088 0.000 0.000 0.000
EMO Pearson’s Correlation 0.372** 0.639** 0.633** 0.589** 0.737** 1

Sig.(2-tailed) 0.043 0.000 0.000 0.001 0.000
Table 4.4
Page 32
** Correlation is significant at the 0.01 level (2- tailed).
*correlation is significant at the 0.05% level (2- tailed).
The Durbin-Watson value of 2.283 was confined to the acceptable range (1.5 – 2.5). It indicated
that there was no autocorrelation of error terms. Multicollinearity problems does exist as the
variance inflation factor (VIF) values were below 10, tolerance values were above 0.1 but the
condition indices were above the safety limit of 30.
Variable Standardized beta

Tangible 0.182
Reliability 0.124
Responsiveness 0.345
Confidence -0.447
Communication 0.712
F 8.048
R² 0.629
Adjusted R² 0.549
Table 4.5 Result of multiple regressions
Page 33
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 INTRODUCTION
This chapter is the synthesis of the entire study and presents a summary of findings, conclusions
drawn therefore and recommendations.
5.2 SUMMARY OF FINDINGS
The study set out to examine factors influencing customer satisfaction and the relationship
between tangible, reliability, responsiveness, confidence, and communication toward customer
satisfaction in Hotel Cinta Sayang Resort, Sungai Petani, Kedah was collected through a
structured questionnaire which was issued to each respondents. All the 30 questionnaires issued
to the respondents were returned back resulting to a 100% response rate. From the analysis, the
following findings were arrived at.
The results from the study show that there are 5 factors which fairly influence customer
satisfaction which is tangible, reliability, responsiveness, confidence and communication. There
are 8 item include in tangible, 4 item in reliability, 5 item in responsiveness, 5 item in confidence
and 4 item in communication. These were the factors with a mean greater than 5.5 but less than
6.5 and included the hotel’s environment and atmosphere, the cleanness of the hotel, the
efficiency of handling reservation, the properly worked equipment, employee appearance,
communication of employee, interest in problem solving and sharing information, employee
behavior, problem resolution time, prompt attention to request, willingness to help, flexibility of
employees, courtesy of employees, individualized attention, convenient operating hours,
personal attention from employees, and lastly the concern towards guests.
The results further indicated that the status of communication, and responsiveness were the top
two factors in influencing customer satisfaction. This is based on the β result, as for
communication is β = 0.712 and responsiveness is β = 0.345. These results therefore suggest that
there could be other factors that extremely influence customer satisfaction other than these 5
Page 34
factors used in this study. Future studies should therefore explore the existence of these factors.
The result of the regression analysis established that all the five dimensions had a positive effect
on customer satisfaction though at varying degree. Reliability was found to have the greatest
impact on customer satisfaction followed by communication, responsiveness, tangible, reliability
and confidence. All the five dimensions were highly rated by the respondents. This means that
service quality is strongly linked with customer satisfaction and the higher the service quality,
the higher the customer satisfaction. The results of this study are consistent with the findings of
Stromgren (2007), Musyoka (2013) and Akoko (2012) who found out that reliability dimension
has the highest impact on customer satisfaction.
5.3 CONCLUSION
This study set out to determine the factors influencing customer satisfaction and the relationship
between tangible, reliability, responsiveness, confidence, communication toward customer
satisfaction. From the above findings, 26 factors fairly influencing customer satisfaction were
identified. Of these factors, the top nine (9) factors were identified in 4 item in communication
and 5 item in responsiveness which is the charges on customers account were clearly explained,
customer received undivided attention at the front desk, reservationist tried to find out customers
particular needs, and employees anticipated, while the item in responsiveness is the employees
responded promptly to customers request, informative literature about hotel was provided,
employees are willing to answer on customers request, employees responded quickly to solve
customers’ problems and room services was prompt. This implies that the hotels can improve the
level of customer satisfaction by committing more resources towards improving the factors with
the highest impact.
The results also show that the service quality dimensions have different impact in influencing
customer satisfaction. Communication dimension was found to have the highest impact followed
by responsiveness. Tangible, reliability and confidence were seen to influence customer
satisfaction the least. However, all the five dimensions were highly rated and it was concluded
that the rated hotels offers high quality of services in all the five major area.
Page 35
5.4. RECOMMENDATIONS
This study recommends that the nine (9) factors fairly influencing customer satisfaction which is
4 item in communication and 5 item in responsiveness, should be enhanced by the Hotel Cinta
Sayang Resort Kedah, and also can be enhanced by other hotels also. In order to increase guests’
satisfaction with their services, the hotels should also enhance the five dimensions of service
quality due to their positive impact on customer satisfaction. When explained the charges on
customers account, they should be clearly, also undivided attention to customers so that
customers feel that they were giving a fully hundred percent focus by the employee. Thus, the
reservationist must try to find out my particular needs, besides, employees must anticipate on
customers need. Then they must handle the reservation with efficiently, also make sure the
guestroom is ready as promised, make sure the mechanical equipment is work on properly and
make that customers fell that they got for what they pay. Nevertheless, all of these items should
also be emphasized since it’s the main factor influencing customer satisfaction.
5.5. LIMITATIONS OF THE STUDY AND SUGGESTIONS FOR FURTHER

RESEARCH
The study had the following limitations. First, the study was conducted in Kedah only hence its
findings might not be generalized to all hotels in Malaysia. Thus future studies should consider
examining the same variables using more hotels that cuts across the various major
categorizations in terms of clients served, size and location. Second, the study did not attempt to
compare the views of the customers and those of employees in terms of service quality. Thus
future studies should try to check whether there is any gap in ratings of customers and employees
so that internal management can adjust their strategies to remedy any gaps. Finally, the study did
not find any factor extremely influencing customer satisfaction. Thus future studies should try to
check whether there exist other factors which could extremely influence customer satisfaction.
Page 36
6.0 REFERENCES
Bibliography
Bloch, H. (n.d.). average daily rate of hotels worldwide by region. Retrieved from The Statistics
Portal: http://www.statista.com/topics/1102/hotels/
Bloch, H. (n.d.). average hotel room rate in the us since 2005. Retrieved from The Statistics
Bloch, H. (n.d.). number of hotels of international hotel brands. Retrieved from The Statistics
Bloch, H. (n.d.). total revenue of the global hotel industry. Retrieved from The statics portal:
http://www.statista.com/statistics/247264/total-revenue-of-the-global-hotel-industry/
Business Dictionary. (n.d.). Retrieved from Hotel:

http://www.businessdictionary.com/definition/hotel.html
Calif. (2015, July 15). J.D. Power McGraw Hill Financial. Retrieved from Hotel Guest
Satisfaction Reaches All-Time High; Incidence of Problems Hits Record Low - See more
at: http://www.jdpower.com/press-releases/2015-north-america-hotel-guest-satisfaction-
index-study#sthash.MQI2sYRA.vwcKbl3e.dpuf: http://www.jdpower.com/press-
releases/2015-north-america-hotel-guest-satisfaction-index-
study#sthash.MQI2sYRA.dpuf
Cambridge Dictionaries Online. (n.d.). Retrieved from

http://dictionary.cambridge.org/dictionary/english/hotel.
Ehsan, U. (2012). British Food Journal. Factors important for the selction of fast food
restaurant, 1251-1264.
Hong Qin, V. R. (2009). International Journal of Quality and Service Sciences. Service quality,
customer satisfaction, and behavioral intentions in fast-food restaurants, 78 - 95.
Hospitality. (n.d.). Retrieved from malaysia Investment Development Authority:

http://www.mida.gov.my/home/hospitality/posts/
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Johnston, R. (1994, September). The determinants of service. The determinants of service:

satisfiers and dissatisfiers, 53-71.
Katerina Berezina, C. C. (2010, January 28). The impact of information security breach. The
impact of information security breach on hotel guest perception of service quality,
satisfaction, revisit intentions and word-of-mouth, 991-1010.
Kisang Ryu, H.-R. L. (2012). International Journal of Contemporary Hospitality Management.

The influence of the quality of the physical environment,food, and service on restaurant
image, customer perceived value, customersatisfaction, and behavioral intentions, 200 -
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Kit-Fai Pun, K.-Y. H. (2001). Managing Service Quality. Identification of service quality
attributes for restaurant operations: a Hong Kong case, 233 - 240.
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the hotel industry.
Nelson Tsang, H. Q. (2000). Service quality in China's hotel industry. Service quality in China's
hotel industry: a perspective from tourists and hotel managers, 316-326.
Presbury, R. F. (2005). Impediments to improvements in service quality in luxury hotels.

Managing service quality, 357-373.
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defections: implications for service recovery in the restaurant industry, 339 - 346.
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http://www.tradechakra.com/economy/malaysia/tourism-in-malaysia-213.php
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Are highly satisfied restaurant customers really different? A quality perception
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APPENDIX
Page 40

Preface: Customer Satisfaction in Hotel Cinta Sayang Resort, Sungai Petani, Kedah

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CUSTOMER SATISFACTION IN HOTEL CINTA SAYANG RESORT, SUNGAI PETANI, KEDAH.

‫أجمعين ومن تبعهم باءحسان الى يوم الدين أما بعد ؛‬

“Subhana Rabbika Rabbil 'Izzati 'Amma Yasifun. Wa Salamun 'Alal-Mursalin.

Wal Hamdu Lillahi Rabbil 'Alamin.” – 23 March 2016.

1.0 CHAPTER ONE: INTRODUCTION

1.1 BACKGROUND OF STUDY 4

1.2 PROBLEM STATEMENT 15

1.4 RESEARCH QUESTION 17

1.5 SIGNIFICANT OF STUDY 17

1.6 DEFINITION OF STUDY 18

2.0 CHAPTER TWO: LITERATURE REVIEW

2.2 SERVICE QUALITY 19

2.3 DETERMINANTS OF SERVICE QUALITY 19

2.4 MEASUREMENT OF SERVICE QUALITY 22

2.5 SERVQUAL MODEL 23

3.0 CHAPTER THREE: RESEARCH DESIGN

3.2 CONCEPTUAL FRAMEWORK 24

3.4 INTRUMENT AND QUESTIONNARE

3.4.1 SCALE AND MEASUREMENT 25

3.4.2 POPULATION AND SAMPLE 27

3.4.3 DATA COLLECTION TECHNIQUE 27

4.0 CHAPTER FOUR: DATA ANALYSIS

4.2 FREQUENCY ANALYSIS 29

4.3 REABILITY ANALYSIS 31

4.4 DESCRIPTIVE ANALYSIS 31

4.5 HYPOTHESIS TESTING

4.5.1 CORRELATION ANALYSIS 32

4.5.2 MULTIPLE REGRESSIONS 32

4.6 CORRELATION COEFFICIENTS 32

5.0 CHAPTER FIVE: SUMMARY, CONCLUSION AND

5.2 SUMMARY OF FINDINGS 34

5.5 LIMITATIONS OF STUDY AND SUGGESTION 36

FOR FUTHER RESEARCH

CHAPTER ONE: INTRODUCTION

1.1 BACKGROUND OF STUDY

 Establishment of budget hotels ( 1 - 3 star )

Tourism department officially begun in 1959 was transformed to Tourism Development

of changes in the external and international environment. An economic upswing or downturn

Service quality is an important consideration, so hotel management striving to attain maximum

1.2 PROBLEM STATEMENT

i. To identify the relationship between tangibles and customer satisfaction.

ii. To identify the relationship between reliability and customer satisfaction.

iii. To identify the relationship between responsiveness and customer satisfaction.

iv. To identify the relationship between confident and customer satisfaction.

v. To identify the relationship between communication and customer satisfaction.

1.4 RESEARCH QUESTION

i. What is the relationship between tangibles and customer satisfaction?

ii. What is the relationship between reliability and customer satisfaction?

iii. What is the relationship between responsiveness and customer satisfaction?

iv. What is the relationship between confident and customer satisfaction?

v. What is the relationship between communication and customer satisfaction?

1.5 SIGNIFICANT OF STUDY

also can help to increase the economic growth of the country.

1.6 DEFINITION OF STUDY

and exterior of the hotel and the restaurant.

the first time.

 Solving customers’ problem promptly and efficiently.

security of the hotel in providing safe service environment.

CHAPTER TWO: LITERATURE REVIEW

2.2 SERVICE QUALITY

2.3 DETERMINANTS OF SERVICE QUALITY

Tangibility Physical evidence of service (facilities, tools, equipment

Responsiveness Willingness or readiness to provide service, timeliness

CFD Pearson’s Correlation 0.437* 0.798 0.810 1

COM Pearson’sCorrelation 0.317 0.727 0.695 0.812** 1

EMO Pearson’s Correlation 0.372 0.639 0.633 0.589 0.737** 1