The paper "Service Quality at Remington Hotel" is a great example of a Management Case Study. This is a report on a two-day customer and hotel interaction that took place in the Remington Hotel. The hotel representative was a new employee who was planning to improve the services at the hotel by implementing new ideas with a background of experience. The report focuses on answering the study questions. The examples of service quality gaps identified for the case study. The service quality gaps are usually because of either the deformation or uncertain occurrences of both the customers’ perception and expectations (Parasuraman et al.
1985, 41-50). The customers’ expectations are perceived as normative with predictive standards i. e. the customers always know what their chosen service provider should and will offer to them. This makes it possible for one to assess the expectations and perceptions involved in service providing processes. Therefore, service quality measurements can be done by conducting interviews on customers, for instance, using a standard questionnaire. The questionnaire can consist of the five major service quality dimensions as was in the case study of the hotel (“ organization” ).
They include; assurance, reliability/dependability, empathy, tangibles, and responsiveness. According to the case study, four internal gaps can be identified. These gaps do not occur singularly but interact and combine to cause major defects in a particular organization. The identified gaps include the following. The first gap was between the actual customer’ s expectation of the service and the managerial expectation. This gap was caused due to the lack of understanding by the manager on how customers acquire their expectations from different sources like advertisement past experience, personal needs, etc.
The gap might have been caused by the insufficient time allocated for gaining the correct knowhow of the customer or the existence of many managerial layers i. e. top management and contact personnel management. It could have also been a result of improper information from the analysis of the market and demand (Gronroos 2007), etc. This gap can be decreased by increasing analysis of the market, improved communication between employees & management and making sure the layers of management are decreased. The second gap was the discrepancy between managerial expectations and the specific expectation established by them for the service delivery.
This is related to the lack of managerial commitment to service quality, the level of goal setting, the level of appropriate service standardization and the feasibility point of view. The gap can be prevented through the proper setting of goals and the appropriate standardization of the service delivery process. Other suggestions suggest that commitment from both the managers and the employees is more essential than the setting of goals and standardization. The third gap was seen when the employees were not able to offer/ the service to the customers at the customer’ s request or desired point.
It consists of the discrepancy between the certain expectations of a service established by the management and the service at the actual performance. The gap is usually influenced majorly by three factors; cooperation, employee to job and perception of control. This was actually proven in the case study. For the three factors to be efficient for the gap, other endogenous factors like the one commitment and trust need to be considered as they also influence other quality gaps in an organization.
Ambiguity and conflict of roles in the organization can also contribute to this gap. Other solutions related to this gap include; improved training of employees, creation of a better system of work supervision and the introduction of better internal marketing in a particular organization (Gronroos 2007: 117).