EXPANDED LITERATURE REVIEW

University of Mindanao
Professional Schools

Master in International Tourism and Hospitality

Management MITH 105 – Quality Management
in Hospitality and Tourism Name of Teacher:
Professor Maria Rina T. Quilestino, PhD

Submitted by:

Janneka Noelle F. Aguilar

Micah Angela M. Reyes

 It is obvious that delivering quality service to guests and clients are the
industry’s priority. Continuous delivery of services and products according to the
standard expected is part of quality management in the hospitality and tourism
business. Thus, this paper is a literature review of the Service Quality Gaps.
The first gap is the knowledge gap, it is the gap between the customer’s
expectation of service to be given and the company or organization’s delivery of
service. According to Eikebrokk T. R. and Olsen D. H., (2007) the inter-
organizational alliance's performance and the partners' ability to produce value in
such networks would, thus, be determined by their relationship competency. Service
organizations could boost their influence and the outcome of such connections if they
had a better understanding of how to influence their business networks. On contrary,
in an investigation conducted by Cronin and Taylor (1992), they have looked at the
relationship between service quality and customer satisfaction, as well as their effects
on buy intent, and came to the conclusion that perceived service quality leads to
contentment, and satisfaction, in turn, has a strong positive effect on purchase intent.
Also, service quality has become a dominant ideology in both business and service
industries, both public and private sectors, local and foreign locations (Zahari et al.,
2008). In a study conducted in a small-sized hotel in Bangkok, ; SERVQUAL,
LODGSERV, LQI are the tools the author used in the research that resulted to the gap
that relates to managers' ability to translate knowledge into service standards.
Although service cannot be standardized, it is stated that standardization allows for
successful translation of managers' perceptions, as seen by other multinational hotel
chains' policies on cleanliness, room comfort, and decorating (Krudthong, 2017). The
study also showed the management’s response to how well they respond to
reservation was high but from the guest’s perspective it was considerably low. The
management also failed to address the guest’s satisfaction through not having access
to stairs and emergency exits and small lifts available, not living up to standards. This
disconnection arises from management's lack of knowledge of how customers build
expectations based on a variety of factors, including advertising, prior experience
with the company and its competitors, personal requirements, and contacts with
friends (Fitzsimmons and Fitzsimmons 2008: 109). Kasper et. Al (2006) also
stipulated that A lack of time committed to getting first-hand understanding of
clients or too many management layers between top managers and contact people
could be the reason of the disparity. The customer satisfaction, is a sensation of joy or
dissatisfaction that emerges from comparing perceived performance to consumer
expectations (Kotler & Keller, 2009). Oliver (1997), expounded that when a
customer is completely content with the product/service provided, he or she is said to
be satisfied.
The second gap is the policy gap, this gap is the discrepancy of the
managements understanding of the customers needs and how it is translated into the
policies and standards for the delivery of service. Quality control during the execution
of service delivery, which is often aided by some form of measurement and inspection
activity, is dependent on the excellence of two important focal points in business: the
design of goods and services and the control of quality during execution of service
delivery, which is often aided by some form of measurement and inspection activity
(Evans & Lindsay, 2010). One of the reasons for policy implementation failures,
according to Beland and Ridde (2016), is a lack of shared concepts among key players
such as experts and ground level bureaucrats who are tasked with policy
implementation responsibilities. Sharabi (2015) listed in his study that the top
management sets the strategy, goals and objectives, advice, resources, and, most
importantly, corporate culture, and so has a significant impact on service quality. He
said further that to be more client/customer focused, internal managerial and
organizational processes and measures must be in need of changed. Synonymously,
Borg (2003), wrote in his article that in order to build a customer-centric
organization, companies should find alternatives to extend it amongst all parts of the
company. He then continued to narrate that becoming genuine in focusing on
customers requires employees to develop new skills. Davidson et al. (2010),
emphasized that training, skills and service quality in an employee is substantial in
maintaining service standards. In a same manner, “In order to improve service
quality, training is a vital responsibility that cannot be overlooked,” Mosahab et al.
(2011, p. 93) wrote. Employees have the opportunity to learn on a constant basis as a
result of the training (Batt, 1999). It has been insinuated that investing in training
and skills development of employees to improve the quality of service is necessary to
give the satisfaction that the customers/clients needs.

The third gap is the Delivery Gap which is the gap between Service Quality
Specification and Service Delivery. This gap may appear in situations familiar to
service personnel. It can happen as a result of inadequate training, inability or
unwillingness to meet the service standards. It could be as a result of ineffective
evaluation and compensation systems. The main cause of this gap is ineffective
recruitment. This gap can be caused by a failure to match supply and demand. In
addition, there is a lack of empowerment, Perceived Control, and framework. As an
example, a restaurant may have very specific food communication standards, but the
restaurant staff may not be properly instructed on how to follow these standards. L.
(2021, March 23). This gap reveals a flaw in staff performance. Organizations with a
Delivery Gap may have specified the service required to assist consumers, but they
have failed to train their personnel or implement solid practices and guidelines.As a
result, employees are ill-equipped to manage the needs of customers. Employees who
lack product knowledge and have difficulties managing customer inquiries and
issues, organizations with weak human resource practices and lack of cohesive teams,
and the inability to deliver are some of the issues that arise when there is a delivery
gap. Rao, S. (2019, September 6). The issue in a performance gap situation is usually
not a lack of specific service policies, but rather a failure to consistently and reliably
meet those service expectations. Companies should review financial and operating
assumptions to ensure that service specifications are achievable in order to close this
gap. Human Resources-related activities such as job analysis and job descriptions, as
well as candidate screening, selection, training, and evaluation, should be reviewed to
ensure that new employees are capable of and willing to meet the demands of service
positions. Creating a well-structured onboarding process, providing product/service
training, and cultivating a customer-centric team environment can all help new
service employees get up to speed quickly. Indeed, onboarding is a topic in and of
itself, with implications for productivity, engagement, and retention. And, while we're
on the subject of retention, one critical way to keep the performance gap in mind is to
recognize it and reward top performers. Lumen Learning. (2019a). Gap 3 occurs
when an organization's "service delivery performance falls short of the standards
(Gap 3), implying that it falls short of what customers expect (Gap 5)." This
emphasizes the significance of having the right people and systems in place to meet
the organization's service standards and improve service delivery (Gap 3), which has
an effect on customers' perceptions of service quality (Gap 4). Berry, L. L.,
Parasuraman, A., & Zeithaml, V. A. (1988). To eliminate or reduce Gap 3, it is
necessary to support determined service standards and specifications with
appropriate resources (people, technology) so that their application is consistent and
complete. Given the significance of the functional dimension of service quality, hotel
management should prioritize recruiting, education, training, and motivation of
employees. Blesic, I., Ivkov-Dzigurski, A., Dragin, A., Ivanovic, L., & Pantelic, M.
(2011). As previously stated, the service transaction is labor-intensive. Various
situations and conditions will result in varying levels of service delivery. Even the
same service provider and receiver with the same condition will have a completely
different service quality, due to internal reasons such as emotional issues on the part
of the service provider or receiver. Service delivery has a more direct impact on
customers than service standards and designs. Customers are more concerned with
service delivery than with the designs and seven standards that will hopefully
influence delivery. As a result, the impact of service delivery is more direct.
(Parasuraman et al., 1985).

This gap is between external Communication and Service Delivery, the

Communication Gap. Consumer expectations are heavily influenced by company
representatives' and advertisements' statements. This gap occurs when these
assumed expectations are not met at the time of service delivery. An case in point
would be a restaurant that advertises on its menu that it serves 100% vegetarian food
but also serves non-vegetarian food. Consumer expectations are not being met in this
situation. L. (2021, March 23). For some cases, company promises made through
advertising and communication raise customer expectations. Over-promising in
advertising creates a communication gap when it does not match the actual service
delivery. Consumers are dissatisfied when the promised service does not match the
expected service and may seek alternative product sources as a result. Rao, S. (2019,
September 6) This gap is frequently caused by over-promising or, in extreme cases,
false advertising (i.e., bait and switch). The old adage of "under promise and over
deliver" can help you avoid this chasm. To get a different perspective on this, read
marketing guru Tom Peter's Under Promise, Over Deliver rant. The key takeaway is
that quality, responsiveness, and price are all important considerations. What is most
important, however, is that you keep your word. Customers will be satisfied, and you
will retain your customers as a result. S. (2020). The fourth gap concerns the
disparity between service delivery and external communications about it. When the
service provider delivers as promised, Gap 4 closes, influencing the customer's
assessment of service quality (Gap 5). In our research, we are focusing on Gap 5 to
assess the overall gap in students' perceptions and expectations of their universities.
(Gap 4). Berry, L. L., Parasuraman, A., & Zeithaml, V. A. (1988).Under these
conditions, a consumer's expectations will be raised prior to receiving the service,
while that same consumer's perceptions will be reduced if the service received meets
the expectations created by advertisements. While the first three gaps influence
consumer expectations, the fourth gap influences both consumer expectations and
service perception. (Parasuraman et al., 1985).

Lastly is the customer gap, the gap between experienced service and expected
service. This chasm occurs when the consumer misinterprets the service quality. For
example, a restaurant manager may continue to visit their customers to ensure
quality control and customer satisfaction, but the customer may interpret this as a
sign that something is fishy or that something is wrong with the service provided by
the restaurant staff.L. (2021, March 23). Customer perception is completely
subjective and is determined by the customer's interaction with the product or
service. The customer's satisfaction with the specific product or service, as well as the
quality of service delivery, influence perception.The most important gap is the
customer gap, and in an ideal world, the customer's expectation would be nearly
identical to the customer's perception. Delivering a quality service for a specific
product should be based on a clear understanding of the target market in a customer-
oriented strategy. Understanding customer needs and expectations may be the most
effective way to bridge the gap. Coster, N. (2020, October 16) According to the
findings of this study, the last gap is the overall gap between a customer's expected
service and their perceived service, implying that they do not receive what they
expect. Customers will be dissatisfied with the service experience they received if
perceived service quality is lower than expected service quality.Customers will be
satisfied with their experience if the perceived service quality is equal to or higher
than expected. (Parasuraman et al., 1985).

The only way to close the customer gap, according to the Gap Model of Service
Quality, is to close the other four gaps in the model. The extent to which one or more
of these four gaps exist determines how far customer perceived quality falls short of
their expectations.There is no way for the company to close this gap directly. D.
(2018, March 13).

Having satisfied customers is a top priority for almost all businesses,

regardless of whether they provide items or services, or both. If your clients are happy
with your services, you will be able to build a trusting relationship with them, which
will help you position yourself in the market. In which these gaps would help the
management sort and identify its weaknesses in providing a good quality service.
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