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Ivana Blešć*

Anđelia Ivkov-Džgursk*

Aleksandra Dragn*

Ljubca Ivanovć*

Mlana Pantelć*

Received: ???? | Accepted: ????

Abstract

Tis work presens he research resuls o he hol services quali by applying Gap model and SERV-

QUAL quesonnaire. Te research was conducd in ve healh spa cenrs in he Wes Morava river

valley region during Augus and Sepmber . Te reach is aimed a sng o Gap model, i.e.

idencaon o excepons when he hol services quali in he observed sample is concerned.

Key words: Gap model, SERVQUAL, hol services quali

Introduction

Te concep o he quali is opic which holds he cenal place in he services markeng.However, he aemp o dene quali in scienc circles causes a number o dilemmas. Temain reason or ha lies in he ac ha quali does no represen a purely “clear” sciencconcep. Alhough he erm “quali” is widely used in everyday speech, i is no oen clearwha ha quali acually sands or, i.e. dening a quali can be a raher subjecve con-cep. Te base or a scienc denion is conneced wih he approaches o he concep o quali om wo main sandpoins - o a producer – quali represens harmonizaon wihprocedural rules in he process o producon and service oer, and o a cosumer - qualisands or he enre characeriscs o producs and services which have he capabili o sa-

isying he needs o cosumers. Everyhing menoned only emphasizes he ac ha qualishould be observed as a marke caegory (Kosar, Rašea, 2005).

Hoel which chose he applicaon o quali concep as a key acor o success should expe-rience he growh in he sasacon o cosumers (guess), i.e. successully posion on he

TURIZAMVolume , Issue - ()

Application of Gap Model in the

Researches of Hotel Services Quality

* Department o Geography, Tourism and Hotel Management, Faculty o Science, University o Novi Sad, Trg

Dositeja Obradovića , Novi Sad, Serbia;

Corresponding author: Ivana Blešić; [email protected]; Telephone: + ; Fax: +

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TURIZAM | Volume , Issue , - () 41

marke ad hus gain larger pro. However, ying o reach he high level o he quali o hoelservices, hoel managers very oen mee wih problems o an adequae measuring o he ser-vice quali. Firsly, hoel managers do no know wha heir guess consider as imporan whenevaluang he quali o hoel producs and very oen do no have reliable mehods or deer-mining he expecaons and percepon o hoel guess when he service quali is concerned.

Te problem o measuring he quali appeared already a he beginning o he developmen o a scienc hough abou he quali isel. As a soluon o his problem, many auhors suggesdieren mehods or measuremen o service quali and cusomer sasacon.

Lieraure, ha covers he problems o he concep o service quali, describes a numbero models which emphasize various dimensions o he quali. Nin e al. (2005) describe inheir work a deailed descripon and evaluaon o he qualies which appeared in he peri-od beween 1984 and 2003. 19 dieren models o he quali are analyzed based on he ol-lowing elemens:

• Idencaon o acors which inuence he service quali• Adapabili o dieren orms and pes o services• Flexibili concerning permanen changes in he percepon o cosumers•

Suggesons or he improvemen o he service quali• Enabling he developmen o mehods or measuring he cusomer sasacon• Diagnosing he needs or aining and educaon o he employees• Flexibili concerning modicaons depending on he changes in he surrounding

condions• Emphasis paced upon he improvemen o quali aimed a all levels o organisaon

(vercally up and vercally down)• Idencaon o uure needs (inasucure, resources) and assisance o he man-

agemen in planning process• Adapabili o a growing use o inormaon echnology in he hospiali secor

‒ Possibili o be used as a ool or benchmarking.

Auhors analysed in deails he model o quali and compared he audes and opin-ions o a number o expers in his eld. Alhough he research resuls did no cause one uni-versally acceped model o disnguish isel, he GAP model o quali and quali dimen-sion presened in SERVQUAL model received he greaes suppor and he bes crics. Temain advanage o he model is he ac ha i acually enables he managemen o idenyhe gaps in service quali on various levels, as well as in is exernal orienaon, i.e. orien-aon direced owards he cosumer.

Gap model

As he resul o he research conduced in he companies o our dieren service secors:banking, elecommunicaons, insurance companies and repair and mainenance o appli-ances (Ramsaran-Fowdar, 2007), Parasuraman, Zeihaml and Berry, in a number o workselaboraed in he period beween 1985 and 1994, developed a so- GAP models which meas-ures “gaps” beween quali service expecaons beween he service process and percepono service quali aer he service process. Te same auhors developed a model or meas-uring he service quali - SERVQUAL models, which consiss o ve quali deerminans(„percepbili “, „reliabili“, „responsibili“, „sae“and „empahy“) and 22 quesons.

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42 TURIZAM | Volume , Issue , - ()

Since hen, SERVQUAL model became he model wih he mos widespread applicaon inhe process o he measuremen o service quali. However, he model as well mees cri-cism when observed orm concepual and mehodological aspec (Bule, 1996; Asubonenge al., 1996). Despie his cricism, he model served as a base or a number o researches o he quali on he service acvies.

Te basic characerisc o he Gap model is ha i acually pus an accen upon he over-sighs in he quali beween he gues and service provider and are direcly conneced wihhe audes owards he percepon and expecaons. Tis model demonsaes he processo he developmen o he service quali (Ljubojević, 2004).

Te model was presened or he rs me in 1985, when he service quali was denedas a dierence beween he way how a cosumer experienced a service (percepon) andexpecaons which a cosumer creaed beore using he service. Oversighs, i.e. variaons inhe process o service oer according o his model are s ollows (Parasuraman e al., 1985):

• Gap 1 – Variaon beween acual expecaons o cusomers and he way how hemanagemen undersands heir expecaons (managemen does no undersand whacusomers expec om a service).

•

Gap 2 – Represens variaon beween percepons o he managemen abou heexpecaons o cusomers and specicaons o service quali, i.e. managemen o acompany realized he acual cusomers’ expecaons bu has no developed a sysemo measures which will enable he delivery o a desired quali.

• Gap 3 – Represen dierence beween specicaon o service quali and atibueso he process o service producon and delivery, i.e. dierence beween wha man-agers have dened as sandard o service quali and he way how a service was acu-ally delivered.

• Gap 4 – Represens variaon beween delivered service and wha cusomer was acu-ally old abou he service isel.

• Gap 5 – Represens dierence beween cusomers’ expecaons regarding he serviceand heir percepon abou he specic service. Te las gap is he resul o all he pre-vious gaps.

According o he described model (Figure 1), he service quali is he uncon o expec-aons and percepon and can be presened as (Nin e al., 2005):

SQ (service quali) – overall service quali,k – number o atibues,Pij (percepon) – percepon o perormances o smulus i under he inuence o atibue j,

Eij (expecaon) – expeced service quali or atibue j compared o sandards or smulus i.

Gap model was laer improved by creaon o SERVQUAL scale or measuremen o expecaons and percepon o service quali ha Parasuraman, Zeihaml and Berrydevel-oped hrough a number o researched in he period beween 1985 and 1994 (Parasuraman eal., 1985, 1988, 1991, 1991a, 1994). Model consiss o ve dimensions o quali:

• Percepbili – presence o physical elemens;• Reliabili – capabili o a promised service o be delivered in a specic manner;

SQ = ∑(Pij – Eij )

k

j =1

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• Responsibili – careulness, will ingness o help and oer a as service;• Sae – knowledge and polieness o he employees and heir capabili o be used a;• Empahy – oer o a personalised service, observing a cusomer as an individual.

Te menoned caegories serve as a base or he creaon o SERVQUAL quesonnaire ha

consiss o 22 quesons. Inerviewees are asked one series o 22 quesons beore acually usinghe service, which acually measures expecaons while laer, aer he acual usage o he ser-vice, hey are asked he second serial o 22 quesons, which measures experience, i.e. percep-on o cusomers abou he delivered service. When measuring percepon, mos widely used

Liker scale wih seven levels, where on he one end o he scale here is an answer such as „Isongly disagree “ (1), while on he oher end here is „I oally agree“ (7). Daa om all ques-onnaires are examined and analysed by using adequae sascal echniques aer which hequaned resuls which dene he level o service quali are gained. Tis resul, as well as

word of mouth personal needs

expected service

perceived service

services delivery

customer-driven

service designs

and standards

external

communications

to customers

company

perceptions

of customer

expectations

previous

experience

CUSTOMER

COMPANY

Customer GAP()

GAP

GAP

GAP

GAP

Fgure 1 Gap model o service quality

Source: Parasuraman, A., Zeithaml, V.A., Berry L.L. . A Conceptual o Service Quality and its Implicationsor Future Research. Journal o Marketing , -.

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paral resuls by caegories and groups o quali componens, can useully be used or de-inion o suiable correcve acons which would improve he efciency o service company.

Apar om SERVQUAL quesonnaire which is used or researches in he expecaonsand percepon o quali by he guess, Zeihaml, Parasuraman and Berry developed asucured and semi sucured quesonnaire inended o be used or researches in he over-

sighs when oer o service quali is concerned (Zeihaml e al., 1990).

Reasons or the development o oversights in the ofer o service quality

Each o he specic gaps inuences he enre percepon o service quali and cusomer sa-isacon. Te ex which ollows will presen he basic reasons which in service companies(hoels) cause he variaons and damaging o service quali and service process.

Gap 1 represens he general incompabili beween company managemen and cus-omers. Te basic reason o is appearance is no undersanding he real cusomers’ expeca-ons. Te rs gap is acually he resul o wrongly inerpreed inormaon concerning cus-

omers’ expecaons, non-exisence o demand analysis and inadequae percepon o herelaonship beween he company and is cusomers. Te imporan reason or he emer-gence o his Gap is he exisence o oo many levels o organisaon which resain and alercerain levels o inormaon abou he expecaons and demands o (Koler, Keller, 2006;Ljubojević, 2004). Moreover, no undersanding he cusomers’ expecaons can be as wellhe resul o a bad managemen o cusomers’ complains (Veljković, 2009).

When problems concerning he menoned variaons are overcome, i.e. when managersundersood he marke demands, problems may arise in he very process o realisaon. Tecompany knows he wishes o is cusomers bu can no sasy hem. For example, manage-men can adequaely evaluae he me ha guess are willing o spend when checking in ahe recepon o a hoel, bu do no have enough sa o ull hose expecaons. Reasonsha cause Gap 2, i.e variaon beween percepons o he managemen abou he expeca-ons o cusomers and specicaons o service quali are he ollowing:

Badly designed services:

• Unclear, undened service design;• Badly designed service design;• Unsysemacally process o new service developmen.

Lack o sndards dened om he aspec o cusomers:

• Sandards are no dened respecng cusomers’ demands;• Tere is no procedural managemen ocusing upon cusomers’ demands;• Lack o ormalised processes needed or insallaon o adequae goals o service quali.

Inadequa service ambience and physical elemens:

• Failure o develop percepble values in accordance wih cusomers’ expecaons;• Service ambience is no creaed o sui he needs o cusomers and employees;• Inadequacy when innovang he ambience and underaking necessary reparaons.

Moreover, problems can be caused by he lack o resources, oo growing demand andinadequae engagemen o company managemen (Veljković, 2009; Ćosić, 2007).

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In case when managers have dened he sandards o service quali in accordance wihcusomers’ demands, he oversigh in he oer o a quali service can appear in he processo service oer. Te reasons or he emergence o Gap 3 are he ollowing:

Oversighs in he human resources managemen:

• Bad repuaon;• Unclear roles and conic o ineress;• Poor sysem o evaluaon and praising;• Lack o eam work, inadequae jurisdicon.

Poor cooperaton o cusomers:

• Cusomers do no undersand or do no know wha heir role and responsibili in heservice process are;

• Cusomers make a negave inuence among hemselves.

Problems wih servicing agens:

•

Conics concerning aims and perormances;• Problems wih he conol o quali and consisency;• Conics concerning jurisdicon and conols.

Badly harmonised oer and demand:

• Failure o soen he demanding exemes;• Poor choice o cusomers/segmens;• Excessive reliance upon he price when balancing he demand.

Managers are able o dene specicaons o services based upon he cusomers’ demands.However, wha can happen is ha he employees are no able o deliver he service in an ade-quae way. For example, managemen o a resauran orders ha a specic dish needs obe delivered wihin 20 minues while he waier delivers he same dish aer he perioddemanded. Possible reasons or ha are: conics beween he sa, poor inersecoral coop-eraon beween he kichen and he resauran, conic wih managemen and cusomers,unskilled sa, inadequae sysem o movaon, old-ashioned kichen equipmen, oo maycrowd in he resauran ec.

A promise ha a service company gives abou he service quali using dieren ormso marke communicaons are crucial or he creaon o cusomers’ expecaons. Te mainreasons or no ull hese promises, which leads o he emergence o Gap 4, are he ollow-ing:

Lack o ingrad service marketng communicatons:

• Cusom ha each exernal communicaon is observed independenly;• Ineracve markeng is no par o communicaon plan;• Lack o a developed programme o inernal markeng.

Inefcien managemen o cusomers’ expectons:

• Lack o he managemen o cusomers’ expecaons hrough all orms o communi-caon;

• Cusomers are no educaed in an adequae way.

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Unreasonable promises:

• Unreasonable promises in markeng acvies, personal sale ec.

Inadequa horizonl communicaton:

• Poor communicaon beween people responsible or promoonal campaign and peo-

ple responsible or operaonal acvies;• Insufcien communicaon beween people responsible or reail and people respon-

sible or operaonal acvies;• Dierences in polics and procedures beween cerain branches o he same compa-

ny.

Unreasonable promises and inadequae managemen o cusomers’ expecaons leado he appearance o oo demanding expecaons. Te resul is oering services belowhe expeced level and negave percepon o he quali by cusomers (Veljković, 2009;Ljubojević, 2004; Ćosić, 2007)

I any o he menoned gaps or he combinaon o he same occurs, hen he las Gap 5 or

he “gap o cusomers” will ineviably occur. I appears as he dierence beween he expec-aons o cusomers concerning he services and heir percepon o he service received inhe company isel.

Results o quality research

Hoel managers and guess in healh spa cenes in Wes Morava river valley region (VrnjačkaBanja, Maaruška Banja, Boguovačka Banja, Ovčar Banja and Banja Gornja repča) wereinerviewed by using sucured and semi sucured SERVQUAL quesonnaire (Zeihamle al., 1990). Te main objecve o he research is o deermine he presen condion in hehoel service o spa cenes in he researched area and esng o Gap model on he observedsample. 618 guess and 10 managers (one manager om each hoel ha was included in heresearch) were inerviewed (able 1).

Analysis o a structured SERVQUAL questionnaire

Sucured quesonnaire consiss o ve iems, i.e. deerminans o quali which reec heexperience o hoel service (able 2). Quesonnaire was conduced wih an aim o idenydimensions o services ha hoel managers and guess consider he mos imporan ones ando deermine how hey evaluae he characeriscs o hoel produc.

Te resuls o he quesonnaire presened in able 3 sugges ha hoel managers consid-

er he ollowing deerminans as he mos signican: percepbili, reliabili and responsibili- . On he oher hand, guess claim ha sae is deniely he mos crucial deerminan, ol-lowed by responsibili and reliabili . Guess and managers share audes when empahy isconcerned. I received he smalles number o poins. I can be concluded ha managers dono know he expecaons o hoel guess in he observed sample.

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Table 1 Profle o managers interviewed

Sociodemographic characteristics Absolute frequencies Percent (%)

Gender

male

emale

total

Work place

hotel manager

marketing and retail manager

assistant to catering manager

reception manger

total

Education

University education

College education

Secondary school

total

Source: Blešić, I. (2010). Quality o hotel servicies as a actor o market position in spas o the West MoravaRegion. PhD dissertation, Monographic documentation, Author’s reprint.

Table 2 Structured SERVQUAL questionnaire or managers

Characteristics of hotel service experience Points

. The appearance o hotel object, equipment, staf and propaganda material

. Ability o a hotel to reliably and precisely ofer the promised service

. Willingness o a hotel to help a guest and ofer a prompt service

. Knowledge and politness o hotel staf and their ability to be show trust

. Individual attention that hotel has or its guestsTOTAL

Source: Zeithaml, V.A., Parasuraman, A., Berry, L.L. (1990). Delivering Quality Service: Balancing Customer Perceptions and Expectations, The Free Press, New York.The interviewees had to distribute 100 points into the ollowing items, so that the most signifcant characteristics receive the greatest number o points.

Table 3 The importance o determinants o quality or hotel guests and managers

Characteristics of hotel service experience(determinants of quality)

PointsRank

(managers)Rank

(guests)

.The appearance o hotel object, equipment, staf andpropaganda material (perceptibility).

,

. Ability o a hotel to reliably and precisely ofer the promisedservice (reliability).

,

.Willingness o a hotel to help a guest and ofer a promptservice (responsibility).

,

.Knowledge and politness o hotel staf and their ability to beshow trust (saety).

,

. Individual attention that hotel has or its guests (empathy). ,

Source: Blešić, I. (2010). Quality o hotel servicies as a actor o market position in spas o the West MoravaRegion. PhD dissertation, Monographic documentation, Author’s reprint.

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Analysis o a semi structured SERVQUAL questionnaire

By analysing he answers managers gave we will deermine wha kind o a gap exiss in aparcular hoel: gap 1 („gap o knowledge“), gap 2 („gap o sandard“), gap 3 („gap o serviceoer and gap 4 („communicaon gap“).

Gap 1 is he resul o no undersanding he real cusomers’ expecaons (company man-agemen does no undersand wha cusomers expec om he service). In order o prove orconue he exisence o his gap in he observed sample, managers were asked he ollow-ing quesons:

• Do you use mehods or deermining he sasacon o cliens? I yes, which?• Have you so ar based he decisions concerning he improvemen o service quali

upon guess’ suggesons?• Wha is he majori o managemen sucure in hoel? Do you consider ha kind

o sucure o e efcien? Are here oo many managers according o your opinion?• Wha sle o managemen do you use? Does ha sle have good resuls?• Are decisions in your hoel made on he highes levels o organisaon? Do employees

have a role in ha?

All managers answered posively when asked i hey use mehods or deermining hesasacon o heir cliens. Tree managers, ou o 10, said ha hey mosly oen inerviewheir guess; wo managers said ha hey use he mehod o personal conac wih a gueswhile ve managers said ha hey learn abou guess’ opinions abou service quali omGuesbook (Figure 2).

All managers said ha hey base decisions regarding improvemen o service qualiupon eedback inormaon hey receive om hoel guess.

In he observed sample o 10 hoels, according o he answers provided by inerviewees,managemen levels are no adequaely developed – seven ou o en managers said ha he

Questionnaire

Personal contact with a guest

Guestbook

30%

20%

50%

Inefficient management structure(management levels are notadequately developed)

Efficient management structure

30%

70%

Employees take part

in decision making

Employees have a certain

role in decision making

Employees have have no influence

at all on the decision making

40%40%

20%

Fgure 2 Methods used or determining guest satisaction

Fgure 3 Management structure inhotels

Fgure 4 The role o employees ondecision making

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hoel is run by a small number o people and ha kind o managemen sucure is no ef-cien enough (Figure 3).

According o he managers o hoels, he democrac sle is presen in hal o hols andhey consider i o be raher efcien. Anoher hal o inerviewed managers said ha auo-

crac sle o managemen is presen in he hoel and hey hink ha i has a bad inuence

on hoel business.Decisions are made on he highes levels o organisaon in all hoels. Four inerviewees

said ha employees „ake par in decision making“, wo said ha „employees have a cerainrole in decision making “ while our said ha „employees have no inuence a all on he deci-sion making“ (Figure 4).

When analysing quesons orm he rs par o he inerview, i can be concluded haGap 1 exiss in he observed sample. Occasional inerviewing o guess is conduced in asmall number o hoels. Oher hoels do no have reliable mehods or sysemac ollowing o guess’ sasacon which badly reecs upon he recognion o heir expecaons and con-sequenly upon he process o cusomers’ sasacon. Alhough all managers said ha heyake ino consideraon guess’ suggesons, daa gahered in his way are no reliable.

In order o deermine i Gap 2 or “Gap o sandard” exiss in a hoel, managers wereasked he ollowing quesons:• Wha do you consider your greaes obsacle when oering quali services? Why?• How much aenon do you pay o he improvemen o he quali o hoel producs

and services?• Are asks in hoel secors sandardised? Can you provide several examples?

Gap 2 is he resul o variaon beween he way how a company undersands cusom-ers’ expecaons and he way how i answers hose wishes hrough creang services andheir quali sandards. When analysing answers managers gave, he exisence o his gapwas also conrmed. When oering quali services, he greas obscle according o hem are he

ollowing: insucien nancial means or invesng, spaal limion, and inadequaly tained and

educad hol s . Managemen sucure does no also have necessary proessional knowl-edge. Moreover, heir educaonal sucure is no on a sasying level.

According o he majori o inerviewed managers, hoel managemen pays a lo o aen-on o he improvemen o he quali o hoel produc. However, here sll exiss inadequa

and insucien sndardisaon o sks in majori o hols .Apar or previous wo, Gap 3 also exiss in he observed sample. I is he resul o he

variaon beween how managers dened a service (quali, sandards, and way o delivery)and how service was acually delivered o cusomer. Te exisence o his gap is proved aerhe analysis o he answers o he ollowing quesons:

• Wha orms o proessional aining o sa do you apply?• Do you alk o your employees abou success in work?• Do you hink ha service quali is endangered wih role conics? How do you deal

wih such problems?• Wha qualies do you seek when selecng new employees? Wha qualies do you

consider o be he mo imporan?• Describe he procedure o an inerview wih a possible candidae.• o wha exen are employees allowed o make heir own decisions when sasacon

o guess’ demands is concerned?• Do you movae your employees wih smulaons and awards?

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Hal o he hoels in he observed sample pracce neiher one orm o proessional ain-ing while he employees in he oher hal o he hoels aend compuer courses, English lan-guage courses and dieren pes o seminars (Figure 5).

All managers said ha hey regularly lk o heir employees abou he resuls o business acvi-

es in he hol .Confic o roles doe no exis in he observed hols . I hese kinds o problems occur, hey are

solved wih lks, tanser o anoher work posion or salary reducon .According o he opinion o inerviewed managers, he mos imporn characriscs when

choosing employees or he execuve posions are: proessionalism, poliness, fexibili, physical

appearance and age. Managers rsly mee wih candidae’s curriculum viae and reerenceswhile hey bring heir nal decision aer he inerview hey have wih a candidae.

Hal o he managers said ha employees are allowed o make heir own decisions whensasying guess’ demands bu ha hose decision mus no exceed heir responsibiliesand possibilies, while he answer o he oher hal o he inerviewed managers was haemployees mus consul heir supervisors beore making hose kinds o decisions (Figure 6).

Hoels do no have a deermined crierion or awarding employees. Despie he ac haproessional, experienced and movaed sa has he greaes conibuon o successulbusiness acvies o one hoel, mos o he hols in he observed sample do no apply adequa

measures or he movaon o heir employees .

Te ourh gap appears as he resul o he dierence beween delivered service and whawas promised o a gues by using dieren orms o communicaon. o examine he exis-ence o his gap, managers were asked he ollowing queson:

c Do you hink ha inersecoral cooperaon is on adequae level?Six ou o en inerviewees said ha he communicaon beween secors is usually no

on an adequae level. Oher managers answered posively o his queson (Figure 7). Teseresuls, as well as he exisence o he previous gaps, ineviably sugges ha Gap 4 is also pre-sen in he majori o hoels.

Fgure 5 Proessional trainingo the employees

Fgure 6 The role o employeesin decision making regardingsatisaction o guests’ demands

Fgure 7 Level o intersectoralcooperation in hotels

Professional training of the

employees is not applied

English language and computer

courses, attendance in seminars

50%50%

Employees are allowed to make

their own decisions according

to their responsibilities

Employees can not make

their own decisions

50%50%

Intersctoral cooperation

is satisfying

Intersctoral cooperation

is not satisfying

40%60%

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Conclusion

Te presened Gap model o service quali represens he righ way o idenying incon-sisency beween percepon a company has and percepon cusomers have when he quali- o service process is concerned. Tis model can help managemen ideny reasons o poor

service quali in is company and ake suiable measures or he improvemen o he same.More oen quesoning o hoel guess by applying various models (SERVQUAL model

and oher similar models) would cause rs gap o cease. Developmen o song relaonswih cusomers, connuous ollowing o changes in he demands o cusomers and develop-men o dieren revival saegies when misakes in he delivery o services occur are hebes way how o overcome problems which are caused by he exisence o Gap 1. Sudies showha cusomers whose complains were successully deal wih become more loyal o a speci-ic company han hose who have never complained so ar.

In order o overcome he second gap, he basic ask o he managemen in his case isdesigning o sandards and specicaons o services ha are in accordance wih idenedcusomers’ demands, including providing physical evidences o services hough a well devel-

oped service ambience.For cessaon or minimisaon o Gap 3, i is necessary o suppor deermined sandardsand specicaons o services wih suiable resources (people, echnology) so ha heir appli-caon would be consisen and complee. aking ino consideraon he imporance o unc-onal dimension o service quali, managemen o a hoel should place accen upon recrui-ing, educaon, aining, and movaon o he employees. Moreover, i is very imporano inoduce adequae sysems o he conol and awarding o he employees. Consideringhe seasonal ucuaon o demand in ourism and hoel indusy, an imporan momen orovercoming Gap 3 is synchronisaon o oer and demand hrough aining o employees odeal wih he work in he peak o he season, price changes, propaganda and promoon o alernave services in o season period.

Realisc promises given o buyers hrough suiable channels o exernal communica-on represen basic precondion or cessaon o he ourh or “communicaon” gap. Whenoering uhul inormaon concerning he service and process o is delivery, i is o uerimporance o manage inernal markeng communicaons hrough esablishing success-ul horizonal and vercal communicaon wihin he organisaon. oo demanding expec-aons caused by promises given in superlave orms can cause o he disappoinmen o guess even when he quali o he oered service is on a high level.

Considering he ac ha in he phase o quali research, only hoel managers were iner-viewed (one manager om each objec) i is suggesed ha oher managers, i.e. all employeesare inerviewed in urher researches. Tis would provide a horough insigh ino audes o boh exernal (guess) and inernal cliens (employees). Such a research would nd is placein he pracce and would enable companies ace heir way owards well inegraed organi-

saonal sysem which is capable o accomplishing long-erm plans.Tis kind o researches should be conduced as well in oher pars o Serbia, primarily in

Vojvodina (is borderline regions). Te uure researches should no cover only he area o service quali bu also he movaon and sasacon o he employees in he secor o our-ism, hoel indusy and oher acvies. I is expeced ha ha could help nd soluon o heproblem o unemploymen on he base o he developmen o volunarism, enepreneurshipand sel-employmen, especially in he borderline regions o he couny which experience ahigher unemploymen and depopulaon rae.

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Acknowledgement

Tis work is par o he projec “Elaboraon o programmes or revilisaon o borderline regions in

Bana” realised by he Facul o Naural Sciences, Novi Sad (Deparmen o Geography, ourism and

Hol Managemen) and he Execuve Council o he Auonomous Province o Vojvodina (Provincial

Secreria or Science and echnological Developmen) (114-451-01084).

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