International Journal of Contemporary Hospitality Management

International Journal of Contemporary Hospitality Management
How do international tourists perceive hotel quality?: An exploratory study of service quality in Antalya
tourism region
Ibrahim Taylan Dortyol, Inci Varinli, Olgun Kitapci,
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IJCHM
26,3 How do international tourists
perceive hotel quality?
An exploratory study of service quality in
470 Antalya tourism region
Received 9 November 2012 Ibrahim Taylan Dortyol
Revised 15 February 2013 Department of Marketing, Akdeniz University, Antalya, Turkey
27 June 2013
14 October 2013 Inci Varinli
Accepted 2 November 2013 Department of Business Management, Erciyes University, Kayseri, Turkey
Olgun Kitapci
Department of Marketing, Akdeniz University, Antalya, Turkey
Abstract
Purpose – The aim of this paper is to identify tourists’ perceptions of services provided by hotels in
Antalya/Turkey and to explore hotel service quality dimensions. Specifically, the objectives are as
follows: to identify the dimensions of hotel service quality, and to determine the relative impact of
those dimensions on customer satisfaction levels, on customer value and on customers’ intentions to
recommend or revisit a hotel.
Design/methodology/approach – The present study uses the framework which originally
appeared in Juwaheer’s study investigating international tourists’ perceptions of hotels in Mauritius.
In this framework ten hotel service quality dimensions were defined by factor analysis and then the
most important dimensions for each component were determined using stepwise regression analysis.
Findings – Of the ten hotel service quality dimensions, “tangibles” and “food quality and reliability”
influence the customer satisfaction level the most. Customer value is explained by five dimensions
which generate 37.8 percent of the variance. “Hotel employees and problem solving”, “transportation”,
“food quality and reliability”, “climate and hygiene”, “level of price”, “tangibles”, “interaction with
Turkish culture” and “friendly, courteous and helpful employees” are the main dimensions which
affect whether a guest will recommend a hotel. “Tangibles”, “interaction with Turkish culture”, and
“level of price” are seen as the most influential dimensions in terms of customers’ intentions to revisit a
hotel.
Research limitations/implications – The basic limitation of the study is the unexplained
variance, which is the result of the regression analysis. Therefore, future research should aim to
determine the factors explaining that variance.
Practical implications – In light of these findings, hotel managers in Antalya can better
understand their guests’ priorities and consequently, they can arrange their service encounter process
accordingly to fulfill these priorities.
Originality/value – This study presents potentially valuable information for hotel managers in
Antalya with regards to understanding customer value and satisfaction, which are the key elements in
terms of guests revisiting a hotel and recommending it to others. As providing an opportunity for a
International Journal of comparative study of service quality searches, this study contributes to the field.
Contemporary Hospitality
Management Keywords Turkey, Service marketing, Experience marketing, International guest services,
Vol. 26 No. 3, 2014 International hotel management, Service quality perceptions
pp. 470-495
q Emerald Group Publishing Limited Paper type Research paper
0959-6119
DOI 10.1108/IJCHM-11-2012-0211
Introduction Service quality
With its history, sea, cultural assets and high quality tourism facilities, Antalya is in Antalya
known as the capital of Turkish tourism. With Belek, Kemer, Side-Manavgat, Alanya,
Lara-Kunda, and Kaş tourism centers, Antalya hosts more than 10 million foreign
quests every year. Along with a cultural heritage deeply rooted in history, Antalya’s
coves and highlands of unique beauty, pristine beaches, comfortable hotels and
marinas, colorful entertainment venues, and art-filled festivals all make it a tourist 471
destination that offers endless possibilities to its guests. These include the pleasure of
sunbathing from sunrise to sunset; the natural thrill of outdoor sports in the grip of
mother nature; the excitement of discovering national parks with their rich flora and
fauna, ancient cities, museums and Kaleiçi; the mystery of the mountains and the
peaceful Mediterranean coves drawing you away; the romance of watching an opera
outdoors under the stars at night; sampling the unique delicacies of Turkish cuisine
and enjoying the party scene. Meeting the hospitable people of Antalya is just another
part of the pleasant holiday experience (GoTurkey, 2013). Being an eye-catching

destination (Sarı et al., 2011) and as well as being the most globally connected, densely
populated and the main tourist destination in Turkey (Erkuş-Öztürk, 2009) brings
many responsibilities for city-managers in general. Specifically, as a tourism capital,
hotels in Antalya need to provide services of the highest quality to their guests.
Objectives of the study

The present paper builds on the framework of Juwaheer’s study which was published
in 2004 and which investigated the perceptions of international tourists from countries
in Europe, Asia, Africa and Oceania. Juwaheer employed a modified SERVQUAL
approach on 410 international tourists staying in different categories of beach hotel in
Mauritius. Using principal component factor analysis, nine hotel factors named
reliability factors, assurance factors, extra room benefits sought, staff communication
skills and additional benefits, room attractiveness and décor, empathy, staff outlook
and accuracy factors, food and service related factors, and hotel surroundings and
environmental factors were identified out of 39 hotel attributes. The results of
regression analysis revealed that the overall level of service quality and likeliness to
return to the same hotel are primarily derived from the reliability factor, while room
attractiveness and décor was the primary dimension affecting perceptions of hotel
guests’ satisfaction and recommendation decisions.
With this in mind, the main purpose of the present study is to identify customer
perceptions of services provided by hotels in Antalya and to determine the hotel
service quality dimensions. Specifically, the objectives can be listed as follows:
.
to identify the hotel service quality dimensions; and
.
to determine the relative impact of those dimensions on customer satisfaction
levels, customer value and on recommending and revisiting intentions.
The paper first presents a review of the literature on service quality in the tourism
sector and then it presents the methodology used in the current study. The article ends
with a review of the main findings, discussion, implications and limitations of the
study.
IJCHM Literature review
26,3 Service quality
The various attempts to relate the concept of quality to different situations have
prevented the emergence of a common global definition. The concept of quality is
described as “zero error – do right first time” in common Japanese philosophy
(Parasuraman et al., 1985) and has been highlighted as the most important single
472 pioneering power on the economic development process of international companies
(Reeves and Bednar, 1994). Accordingly, quality is used to describe different
phenomena (Vinagre and Neves, 2008). On the one hand, some authors describe the
concept as usage convenience, while others define it as conformity to specifications
(Kara et al., 2005). However, the definition of quality standardized by “American
National Standards Institute” and “American Society for Quality” is as follows: “The
totality of features and characteristics of a product or service that impact its ability to
satisfy given needs” (Ma et al., 2005, p. 1068).
Therefore, service quality correlates with its own characteristics, and it is described
as an attitude form which includes a global judgment related to the superiority of
service ( Jun et al., 2004; Stewart et al., 1998). According to the definition that relates
service quality to behavioral intentions; it is an attitudinal structure which leads
behavioral intentions (Fullerton, 2005). As an output of the service encounter process,
service quality is stated as meeting the consumers’ expectations (Duffy et al., 1997).
Among consumer satisfaction theories, some authors including Parasuraman and his
colleagues identify service quality as the gap between service perceptions and
consumer expectations (Vinagre and Neves, 2008). Accordingly, perceived service
quality, termed “true quality” by Kordupleski (Redman and Mathews, 1998), is the
discrepancy level which emerges as the result of the comparison made between
normative expectations related to what should happen and perceptions related to what
actually happened (Kelley and Turley, 2001; Sureshchandar et al., 2001). In other
words, service quality focuses on meeting needs and requirements and the degree to
which the service provided meets customer expectations (Lewis et al., 1994).
Measuring service quality

The basic characteristics of service, namely variability, inseparability and
perishability have caused some difficulties for academics and practitioners with
regards to measuring service quality (Espinoza, 1999). In particular, decisively
determining the criteria which will be used for the service quality evaluation process is
not very easy because of the complicated structures (Poolthong and Mandhachitara,
2009). In spite of those difficulties, true quality cannot be developed unless it is
measured, thus emphasizing the importance of service quality measurement. Only
service providers who know how consumers evaluate the service will also know how to
lead these evaluations in the desired direction (Sureshchandar et al., 2001). In addition,
basing user experiences related to a service and distinguishing service differentiation
criteria on this ground is another important reason to realize the measurement process
(Vinagre and Neves, 2008). However, service marketers understand the need to define
the perceptions of service quality correctly when using it for a competitive advantage
(Malhotra et al., 2005).
Satisfaction Service quality
Customer satisfaction is seen as the most valuable property for businesses in saturated in Antalya
markets (Gundersen et al., 1996). Achieving profits by satisfying consumer demands
and needs reflects the central position of the customer satisfaction marketing concept
(Woodside et al., 1989). Companies based on high satisfaction levels receive high
economic gains (Gilbert and Veloutsou, 2006). Moreover, the satisfied consumer is less
sensitive to price, less affected by competitors’ counter attacks and compared with the 473
unsatisfied consumer, stays loyal to company for longer (Nam et al., 2011). The
American Customer Satisfaction Index (ASCI), a scale which measures the customer
satisfaction level of companies, shows that a one-point increase in customer
satisfaction causes a boost in market value of on average 1 million $ and 3 percent
(Fornell, 2001). Being one of the most commonly studied components in marketing
literature (Philips et al., 2011), there have been various attempts to define the concept of
customer satisfaction (Yang and Peterson, 2004), but a generally agreed definition has
not yet been determined (Tsiotsou, 2006). In light of previous studies, the following
definition of customer satisfaction can be given: “As a construct, customer satisfaction

has been noted as a special form of consumer attitude; it is a post-purchase
phenomenon reflecting how much the consumer likes or dislikes the service after
experiencing it” (Woodside et al., 1989, p. 6).
In some instances, the terms quality and satisfaction are used as synonyms and are
seen as similar concepts (Iacobucci et al., 1995). Nevertheless, there are significant
differences between these two notions. While the concept of service quality develops
over years and correlates with customer expectations, satisfaction is a short-term and
transaction-based measurement of personal and emotional reaction to a service
(Hernon et al., 1999). Cronin and Taylor (1992) provide a popular explanation of the
difference, namely that perceived service quality is a form of attitude; a long-run
overall evaluation, whereas satisfaction is a transaction-specific measure. In addition,
whereas quality is a conceptual reaction, customer satisfaction consists of both
conceptual and affective reactions (Ha and Jang, 2010). Investigating the casual order
of the satisfaction-service quality relationship, Lee et al. (2000) suggested that service
quality is an antecedent of customer satisfaction which in turn has a greater influence
on purchase intention. Briggs et al. (2007) handled the discrepancy in question as part
of the hotel sector and propounded that customer satisfaction is associated with the
thoughts of the customers about their experiences and with the interaction between
them and hotel components like employees. In that study, it was also emphasized that
service quality is shaped by location and value perception.
Service quality in the tourism sector

Recently, the dominant position of the manufacturing sector has been overtaken due to
the rise of the service sector. Accordingly, with its international identity, the tourism
and accommodation industry stands among the biggest industries in the world
(Ingram and Daskalakis, 1999). Tourism, which has become a supplementary
component of lifestyle, is one of the primary players in the economic development of
many countries (Poon and Low, 2005) and it is seen as an indispensable source for
foreign currency inflow (Atılgan et al., 2003). This situation is reflected in the studies in
the service quality field. Referring to previous studies within the scope of service
quality, the tourism field has emerged as the fifth most studied subject (Akıncı et al.,
IJCHM 2009). Given that it possesses hedonic, aesthetic and emotional components which
26,3 cannot be seen in other services like finance (Johns, 1999), tourism services are
accepted as a unique product due to the tangible and intangible elements it owns as
part of the tourism experience (Poon and Low, 2005). As customers of hotels take part
in an experience, the hotel industry is specific. Accordingly, hotel managers and
employees must be able to turn all the interactions with its guests into a positive
474 experience ( Juwaheer and Ross, 2003). Purchasing and consuming all sorts of services
generating holiday experience locates tourism consumers in a different place from
other economic activities. In this manner, tourism consumers make their quality and
satisfaction judgments via holiday experiences related to all components of a
complicated tourism system (Weiermair, 2000). The success of any company depends
on understanding the basic points influencing consumers’ demands and meeting these
demands in such a way that guests will be satisfied during their first visit ( Juwaheer
and Ross, 2003). As an output of the process in question, customer-focused tourism
companies should determine their target audience’s needs and develop the service
encounter process accordingly (Eraqi, 2006).

This study focuses on the quality perceptions of international tourists, as it might
be considered as a right attempt for hotel managers to determine the primitive service
quality dimensions in the high-quality service delivery process. The concept of quality
has numerous dimensions changing over time. Here, the question is which dimensions
are the most important ones. Finding the true answer will lead hotel managers to take
relevant steps. With this conscious, an in-depth review of service quality and
satisfaction has been drawn and a content analysis has been made in the scope of the
previous studies on service quality in the tourism sector (Table I).
Methodology
The survey questionnaire consists of two parts. The first part is to measure hotel
guests’ perceptions of service quality in the hotel where they were staying. A five-point
Likert-type rating scale, in which (1) indicates “strongly disagree” and (5) indicates
“strongly agree” was used. The second part of the questionnaire pertains to the
measurement of the demographic characteristics of respondents. The adopted
instrument was in line with previous studies by Tribe and Snaith (1998), Khan (2003),
Juwaheer (2004), Laroche et al. (2005), Akbaba (2006), Albacete-Saez et al. (2007), Li et al.
(2007), Narayan et al. (2008) and Salazar et al. (2010). A pilot test was conducted with 25
instructors at Cumhuriyet University. The results enabled us to gain valuable
information about the wording of the questionnaire. The questionnaire was designed in
English, German and Russian.
The target population of this study was departing English, German and Russian
tourists (n ¼ 307) who had stayed in hotels, motels and holiday-villages. The data
gathering process was realized during July, 2012 at ICF Airport, Antalya. Incomplete
surveys and the failure to obtain full responses means that after conducting 500
face-to-face surveys, just 307 questionnaires were found to be usable. The precise size
of the target population was difficult to be ascertained accurately. However, according
to published data, the total number of incoming tourists in 2011, was 4,168,396
(Turkish National Statistics, 2011). Probability sampling was implemented due to time
and budget restrictions. Therefore, the sample size was calculated to be 500 with a 5
percent sampling error. In the data analysis process, factor analysis and multiple
No. of
Authors Sample size Reliability Scale proposals Analysis technique Dimensions or factors
Lewis et al. (1994) 1,279 hotel guests 66 Frequency 2 – Location and price
Atkinson (1988) 200 guests A six-point 59 Mean In order of priorities;
Likert-type hygiene; safety; good value
for the money; and friendly,
courteous and helpful
employees
Knutson (1988) 1,853 visitors Frequency 5 – Clean, comfortable,
well-maintained rooms;
convenient location;
prompt and courteous
service; safe and secure
environment; and friendly
and courteous employees
Wilensky and 130 hotel guests A five-point 40 Factor analysis 7 – Opportunities for
Buttle (1988) Likert-type relaxation; value for
money; standard of
personal service; physical
attractiveness; appealing
image; standard of services;
and suitability for business
guests
Rivers et al. (1991) 426 hotel guests A five-point Mean 3 – Location; general
Likert-type services and room
readiness
Ananth et al. 222 visitors A five-point 57 Mean 9 – Good value for money;
(1992) Likert-type in-room temperature
control mechanism;
convenient location of
hotel; price of
accommodation;
soundproof rooms; special
discounts available; loud
fire alarms; free parking
services; and firmness of
mattress
(continued)
in Antalya
accommodation sector
studies in tourism and
The service quality
Service quality
475
Table I.
26,3
476
Table I.
IJCHM
No. of
Barsky (1992) 100 guests Mean In order of priorities;
employee attitude; location;
and rooms
McCleary et al. 433 business guests A five-point 56 Factor analysis 7 – Basic product; business
(1993) Likert-type services; banquet/meeting
facilities; frequent traveler
programs; advertising/
public relations; convenient
location; and no-smoking
rooms
Webster and 40 employees, 58 guests A five-point 10 8 – tangibles; reliability;
Hung (1994) Likert-type communication;
responsiveness; security;
courtesy; understanding;
and access
Akan (1995) 228 hotel guests A four-point 30 Factor analysis 7 – Courtesy and
Likert-type competence of the
personnel; communication
and transaction; tangibles;
knowing and
understanding the
customer; accuracy and
speed of service; solutions
to problems; and accuracy
of hotel reservations
LeBlanc and 409 travelers 0.47-0,91 for dimensions A seven- 27 Factor analysis 5 – Contact personnel;
Nguyen (1996) point Likert- physical environment;
type quality of services;
corporate identity; and
accessibility
Ekinci et al. (1998) 115 English vacationists 0,87 for tangibles, 0,92 for A seven- 18 Confirmative factor 2 – tangibles and
Intangibles point Likert- analysis intangibles
type
(continued)
No. of
Tribe and Snaith 102 hotel guests A five-point 56 6 – The physical resort and
(1998) (HOLSAT) Likert-type facilities; ambiance;
restaurants, bars, shops
and nightlife; transfers;
heritage and culture;
accommodation
Mei et al. (1999) 155 predominantly 0,88-0,93 for dimension; 27 Factor analysis 3 – Employees; tangibles;
(HOLSERV) business travelers 0,97 for total scale and reliability
Heung and Cheng 220 tourists 0,78-0,88 for dimensions A seven- 15 Factor analysis 4 – tangibles quality; staff
(2000) point Likert- service quality; product
type value; and product
reliability
Kozak (2001) 1,872 British and German 0,56-0,87 for dimensions A seven- 55 Factor analysis 8 – Accommodation
tourists point Likert- services; local transport
type services; hygiene,
sanitation and cleanliness;
hospitality and customer
care; facilities and
activities; level of prices;
language communication;
and destination airport
services
Choi and Chu 420 international tourists 0,71-0,93 for dimensions; A seven- 29 Exploratory factor analysis 7 – Staff service quality;
(2001) 0,94 for total scale point Likert- room quality; general
type amenities; business
services; value; security;
and IDD (international
direct dial) facilities
(continued)
in Antalya
Service quality
477
Table I.
26,3
478
Table I.
IJCHM
No. of
Yüksel and 340 tourists 0,53-0,90 for dimensions; A seven- 58 Factor analysis 16 – Food quality; service
Yüksel (2001) 0,95 for total scale point Likert- quality; hygiene and
type accommodation;
hospitality; tourist
facilities; beach and
environment; price and
value; entertainment;
quietness; convenience;
communication; security;
watersports;
transportation; airport
services; and weather
Ekinci et al. (2003) 120 British travelers 0,88 for tangibles, 0,95 for A seven- 16 Exploratory factor analysis 2 – tangibles and
intangibles; 0,96 for total point Likert- intangibles
scale type
Getty and Getty 222 travelers for the first 26 5 – Tangibility; reliability;
(2003) (LQI) data set, 229 travelers for responsiveness; confidence;
the second data set and communication
Khan (2003) 324 Ecotourism Society 0,86-0,98 for dimensions; A seven- 30 Factor analysis 6 – Ecotangibles;
(ECOSERV) members 0,97 for total scale point Likert- assurance; reliability;
type responsiveness; empathy;
and tangibles
Millan and 368 students 0,71-0,89 for dimensions; A five-point 31 Confirmative factor 6 – Service encounters;
Esteban (2004) 0,95 for total scale Likert-type analysis empathy; reliability;
service environment;
efficiency of advice;
additional attributes
(continued)
No. of
Juwaheer (2004) 410 international tourists 0,60-0,75 for dimensions A seven- 39 Factor analysis 9 – Reliability; assurance;
point Likert- extra room benefits sought;
type staff communication and
additional amenities
sought; room
attractiveness and décor;
empathy; staff outlook and
accuracy; food and service;
hotel surroundings and
environment
Nadiri and 285 European guests 0,95 for tangibles, 0,81 for A five-point 22 Exploratory factor analysis 2 – tangibles and
Hussain (2005) intangibles; 0,96 for total Likert-type intangibles
scale
Poon and Low 200 Asian tourists A five-point 48 Factor analysis 12 – Hospitality;
(2005) Likert-type accommodation; food and
beverages; recreation and
entertainment;
supplementary services,
security and safety;
innovation and value-
added services;
transportation; location;
appearance; pricing; and
payment
Akbaba (2006) 234 Business travelers 0,70-0,85 for dimensions; A five-point 29 Factor analysis 5 – tangibles; adequacy in
0,93 for total scale Likert-type service supply;
understanding and caring;
assurance; and convenience
Albacete-Saez 172 tourists 0,71-0,91 for dimensions; A seven- 36 Exploratory factor analysis 7 – Personnel response;
et al. (2007) 0,93 for total scale point Likert- and confirmative factor complement offer; tourist
type analysis relations; basic demands;
tangible elements; security;
and empathy
(continued)
in Antalya
Service quality
479
Table I.
26,3
480
Table I.
IJCHM
No. of
Wilkins et al. 664 hotel guests 0,72-0,90 for dimensions 63 Exploratory factor analysis 3 primary; 6 secondary –
(2007) and confirmative factor Physical product (stylish
analysis effort; room quality; and
added extras); service
experience (quality staff;
personalization; and
speedy service); and quality
food and beverage
Narayan et al. 323 tourists 0,67-0,90 for dimensions A seven- 67 Exploratory factor analysis 14 – Core-tourism
(2008) point Likert- and confirmative factor experience; culture;
type analysis information centers;
personal information;
hospitality; fairness of
price; hygiene; distractions;
amenities; pubs; value for
money; logistics; food; and
security
Mohsin and 271 participants Between 0,993 and 1 for all A seven- 23 Exploratory factor analysis 5 – Hotel ambiance and
Lockyer (2010) questions point Likert- staff courtesy; food and
type beverage product and
service quality; staff
presentation and
knowledge; reservation
services; and overall value
for money
Ramanathan and 664 hotel guests – – – Statistical regression “Value for money” as a
Ramanathan critical attribute, while
(2011) “customer service”, “room
quality” and “quality of
food” are dissatisfiers
regressions were used. Accordingly, 50 service quality variables were factor analyzed Service quality
to reduce those variables into a smaller set of dimensions. Principal component in Antalya
analysis with varimax rotation was conducted and only factors with an Eigenvalue
equal to or greater than one were considered significant. Finally, regression analysis
was applied to find out the hotel service quality dimensions which contribute to the
customer satisfaction level and revisiting and recommending intentions. Accordingly,
multiple regression analysis with a stepwise method was used. 481
Findings
Demographic profile of respondents
Table II shows the demographics of the respondents. The sample included more
women (57.0 percent), tourists aged between 35 and 44 (28.7 percent), white-collar
workers (36.4 percent) and German tourists (61.2 percent). The majority of tourists had
graduated from at least high school (86.3 percent). They stayed at 4 þ star hotels (91.6
percent) and their trips were for pleasure rather than for business (90.4 percent).
Hotel service quality dimensions

The results of descriptive statistics and Cronbach’s alpha are illustrated in Table III.
Cronbach’s alpha was calculated for the reliability of each factor. Cronbach’s alphas of
individual factors were 90.5 for “friendly, courteous and helpful employees”, 85.1 for
“Room amenities”, 87.9 for “food quality and reliability”, 86.1 for “Interaction with
Turkish culture”, 78.2 for “Entertainment opportunities”, 75.5 for “tangibles”, 86.3 for
“Level of prices”, 67.4 for “transportation” and 41.8 for “Climate and hygiene”. The
mean values, standard deviations, number of items and reliability analysis are
summarized in Table III.
From the varimax-rotated factor matrix, ten factors representing 63.6 percent of the
explained variance were extracted from 50 variables. Reliability analysis was the
internal consistency of each factor. These ten dimensions, represented in Table IV,
were identified as follows:
Dimension 1 – friendly, courteous and helpful employees. This dimension,
accounting for 30.3 percent of the variation in the data, consists of statements about
courteous, friendly, knowledgeable and available service when the guests needed hotel
employees. In addition, according to this dimension the hotel staff should know their
duties. They should perform their duties well and not make mistakes. They should be
able to solve complaints. In addition, they should appear neat and tidy and pay
individualized attention to their guests to make them feel special. Furthermore, aspects
such as flexibility, the hotel’s ability to solve guests’ problems, giving information
about the facilities and compensating for any inconvenience that guests suffer also
played their part in this dimension.
Dimension 2 – room amenities. In this dimension which explains 6.5 percent of the
variance, the room should be quiet and it should have a good view, fine furnishings and
it should be very comfortable. In addition, room facilities should function properly and
materials associated with the service should be adequate.
Dimension 3 – food quality and reliability. This dimension, explaining 4.5 percent of
the variance, includes statements related to hotel meals and reliability. According to
this dimension, hotel meals should be high quality, hygienic and there should be a wide
variety. Reliability means that all areas in the hotel should be well indicated with signs,
IJCHM
Frequency %
26,3
Gender
Female 172 57,0
Male 130 43,0
Total 302 100
482 Age
18-24 72 23,8
25-34 59 19,5
35-44 87 28,7
45-54 51 16,8
Above 55 34 11,2
Total 303 100
Education
No school education 2 0,7
Elementary School 12 3,9

Junior High School 42 13,7
High School 96 31,3
Bachelor’s degree 72 23,5
Master’s degree 45 14,7
Doctorate degree 15 4,4
Total 284 100
Type of accommodation
Motel 12 4,2
Holiday village 12 4,2
4 stars hotel 82 28,4
5 stars hotel 153 52,9
þ 5 stars hotel 30 10,4
Total 289 100
Was it your first visit?
Yes 129 43,4
No 168 56,6
Total 297 100
Job
Executive/manager 54 18,2
Self-employed 35 11,8
White-collar 108 36,4
Blue-collar 16 5,4
Retired 11 3,7
Housewife 6 2,0
Student 37 12,5
Others 30 10,1
Total 297 100
Marital status
Single 124 42,8
Married 136 46,9
Table II. Divorced/widowed 30 10,3
Demographics of Total 290 100
respondents (continued)
Frequency %
Service quality
in Antalya
Nationality
German 188 61,2
Russian 71 23,1
English 48 15,6
Total 307 100 483
Purpose of visit
Business 22 7,5
Fun/holiday 264 90,4
Health 5 1,7
For sport 1 0,3
Total 292 100 Table II.
and the hotel should reflect a quality service image; it should provide the services as
they are promised and it should perform the services right first time.
Dimension 4 – interaction with Turkish culture. Explaining 4.2 percent of the
variance, this dimension is about being able to meet and talk to Turkish people, to find
out about everyday life in Turkey, to learn more about Turkish history, to visit
museums and archaeological sites and to visit nearby Turkish towns and countryside.
Dimension 5 – entertainment opportunities. This dimension, which explained 4.1
percent of the variation, consists of statements related to the variety of restaurants,
bars, shops and nightlife and being a fashionable.
Dimension 6 – tangibles. In this dimension, the visual quality of resort buildings,
green spaces, the capacity of the hotel service unit and the crowdedness of the beach
are taken into consideration and 3.5 percent of the variance is explained.
Dimension 7 – level of prices. Explaining 3.0 percent of the variance, this dimension
includes statements related to the cheapness of services in restaurants, bars and
nightlife.
Dimension 8 – transportation. Explaining 2.8 percent of the variance, the
statements in this dimension are associated with the airport’s modernity, quality of
in-flight service and access to the hotel’s loading/unloading areas, car parking areas,
etc.
Dimension 9 – climate and hygiene. The ninth dimension includes statements from
two different sub-dimensions. Explaining 2.3 percent of the variance explained, this
dimension therefore consists of statements which focus on the cleanliness of the resort
and fine weather.
Dimension 10 – security. This dimension explains 2.1 percent of the variance and
includes just one statement that explains the safety and security of the resort.
As the Kaiser-Meyer-Olkin (KMO) rate is 0.908, the data gathered from sample are
considered to be appropriate for factor analysis (Table IV).
Relative importance of hotel service quality dimensions on customer satisfaction,

customer value, recommending intentions and revisiting intentions
In Tables V-VIII the hotel service quality dimensions affecting customer satisfaction,
customer value, recommending intentions and revisiting intentions are shown.
Stepwise regression analysis was carried out using customer satisfaction, customer
IJCHM Dimensions and variables a m s
26,3
Friendly, courteous and helpful employees 0,905 4,26 0,881
Q19. The hotel staff would be friendly 4,46 0,852
Q20. The hotel staff would know their job, do it well and not make
mistakes 4,32 0,815
Q18. The hotel staff would be courteous 4,49 0,842
484 Q22. The hotel staff would be always available when needed 4,40 0,804
Q24. The hotel staff would give guests individualized attention that
makes them feel special 4,07 0,950
Q23. The hotel staff would appear neat and tidy 4,39 0,807
Q21. The hotel staff would be responsive to solve the complaints 4,19 0,979
Q25. The hotel staff would have knowledge to answer questions 4,24 0,876
Q40. The hotel would provide flexibility in service that would be
adequate and sufficient 4,07 0,895
Q41. Getting information about the facilities and services of the hotel
would be easy 4,19 0,864
Q42. The hotel would resolve guest complaints and would compensate
for the inconvenience guests suffer 4,09 1,014

Room amenities 0,851 4,13 0,986
Q30. The room would have a high comfort 4,06 0,983
Q28. The room would have quality furnishings 4,08 0,965
Q29. The size of the room would be enough 4,16 0,953
Q27. The room would have a good view 4,03 1,003
Q32. Materials associated with the service would be adequate and
sufficient 4,22 0,995
Q31. Facilities in room would function properly 4,33 0,926
Q26. The room would be quiet 4,06 1,080
Food quality and reliability 0,879 4,32 0,909
Q34. Hotel meals would be a high variety 4,30 0,963
Q33. Hotel meals would be a high quality 4,35 0,928
Q35 Hotel meals would be hygienic 4,54 0,809
Q36. All areas in the hotel would be well indicated with signs 4,19 0,941
Q38. The hotel would provide the services as they were promised 4,37 0,936
Q39. The hotel would perform the services right the first time 4,23 0,904
Q37. The hotel would project a quality service image 4,26 0,883
Interaction with Turkish culture 0,861 3,79 1,042
Q50. I would be able to visit museums and archaeological sights 3,84 1,078
Q49. I would be able to learn more about Turkish history 3,78 1,040
Q51. I would be able to visit nearby Turkish towns and countryside 3,77 1,083
Q48. I would be able to find out about everyday life in Turkey 3,77 1,039
Q47. I would be able to mix and talk with Turkish people 3,82 0,970
Entertainment opportunities 0,782 3,83 0,956
Q11. The resort would have a variety of bars 4,05 0,912
Q10. The resort would have a variety of restaurants 4,12 0,899
Q13. The resort would have a variety of nightlife 3,42 1,073
Q12. The resort would have a variety of shops 3,97 0,932
Q14. The resort would be fashionable 3,62 0,964
Tangibles 0,755 4,31 0,881
Q7. The hotel would ensure regular maintenance of hotel lawn and green
space 4,26 0,902
Q6. The resort buildings and layout would be visually pleasing 4,21 0,857
Q8. The service units of the hotel have adequate capacity 4,46 0,840
Table III. Q9. The beach would be uncrowned 4,22 0,964
Descriptive statistics of Q1. The beach and sea would be clean 4,42 0,842
variables (continued)
Dimensions and variables a m s Service quality
Level of prices 0,863 3,57 0,979
in Antalya
Q16. Bars would be cheap 3,57 1,006
Q15. Restaurants would be cheap 3,66 0,968
Q17. Nightlife would be cheap 3,48 0,964
Transportation 0,674 4,15 0,926
Q45. The arrival airport would be modern and efficient 4,20 0,907 485
Q46. In flight service would be of a high quality 3,97 1,004
Q43. It would be easy access to the hotel 4,29 0,868
Climate and hygiene 0,418 4,53 0,752
Q5. The climate would be mainly sunny 4,66 0,664
Q3. The resort would be clean 4,41 0,841
Security – 4,61 0,712
Q4 The resort would be safe and secure 4,61 0,712
Note: Standard Deviation: s; Cronbach’s alpha: a; Mean: m Table III.
value, recommending intentions and revisiting intentions as the dependent variables

and hotel service quality dimensions as independent variables. From Tables V-VIII, it
is understood that “tangibles” ðb ¼ 0:243Þ and “food quality and reliability” ðb ¼
0:190Þ dimensions are the main influential factors of customer satisfaction and these
dimensions explain 14.2 percent of the variance in the customers satisfaction level. It
means that 85.8 percent of the variance can be explained by other factors. Furthermore,
the tangibles dimension is the most influential dimension on customer satisfaction as it
explains 11.6 percent of the variance. The F-statistic for the regression model was
17.228 with a p-value of 0.000.
The customer value is explained by five dimensions generating 37.8 percent of the
variance which are “friendly, courteous and helpful employees” ðb ¼ 0:132Þ;
transportation ðb ¼ 0:259Þ; “food quality and reliability” ðb ¼ 0:215Þ; “Climate and
hygiene” ðb ¼ 0:151Þ; and “Level of prices” ðb ¼ 0:101Þ: However, it should be noted
that 62.2 percent of the variance can be explained by other factors. Indeed, the
“friendly, courteous and helpful employees” dimension is the most influential
dimension on customer value as it explains 25.3 percent of the variance. The F-statistic
for the regression model was 36.567 with a p-value equal to 0.000. “tangibles” ðb ¼
0:158Þ; “Interaction with Turkish culture” ðb ¼ 0:141Þ and “friendly, courteous and
helpful employees” ðb ¼ 0:152Þ are the main dimensions that influence customers to
recommend the hotel and 12.6 percent of variance is explained by these dimensions.
The F-statistic for the regression model was 14.550 with a p-value equal to 0.000.
Finally, “tangibles” ðb ¼ 0:225Þ; “Interaction with Turkish culture” ðb ¼ 0:133Þ and
“Level of price” ðb ¼ 0; 121Þ are considered to be the most influential dimensions on
customers’ revisiting intentions. 12.7 percent of the variance is explained by these
dimensions and in order to explain all the variance, some other factors should be taken
into account. The F-statistic for the regression model was 14.633 with a p-value equal
to 0.000.
26,3
486
IJCHM
Table IV.
dimensions
service quality
Factor loadings for hotel
Dimensions
D1 D2 D3 D4 D5 D6 D7 D8 D9 D10
Q19. 0,791
Q20. 0,752
Q18. 0,715
Q22. 0,644
Q24. 0,591
Q23. 0,586
Q21. 0,585
Q25. 0,501
Q40. 0,487
Q41. 0,478
Q42. 0,457
Q30. 0,821
Q28. 0,731
Q29. 0,700
Q27. 0,538
Q32. 0,511
Q31. 0,495
Q26. 0,405
Q34. 0,798
Q33. 0,762
Q35. 0,708
Q36. 0,542
Q38. 0,535
Q39. 0,486
Q37. 0,471
Q50. 0,843
Q49. 0,814
Q51. 0,805
Q48. 0,757
(continued)
Dimensions
D1 D2 D3 D4 D5 D6 D7 D8 D9 D10
Q47. 0,500
Q11. 0,822
Q10. 0,709
Q13. 0,664
Q12. 0,555
Q14. 0,449
Q7. 0,692
Q6. 0,630
Q8. 0,574
Q9. 0,561
Q1. 0,438
Q16. 0,837
Q15. 0,836
Q17. 0,816
Q45. 0,789
Q46. 0,716
Q43. 0,395
Q5. 0,772
Q3. 0,427
Q4. 0,465
Eigenvalue 14,857 3,202 2,219 2,076 2,008 1,731 1,501 1,395 1,131 1,046
Percentage of variance explained 30,321 6,535 4,528 4,237 4,098 3,532 3,063 2,847 2,307 2,134
Total variance explained 63,602
Notes: Kaiser-Meyer-Olkin (KMO): 0,908. D1=friendly, courteous and helpful employees; D2=room amenities; D3=food quality and reliability;
D4=interaction with Turkish culture; D5=entertainment opportunities; D6=tangibles; D7=level of prices; D8=transportation; D9=climate and hygiene;
D10=security.
in Antalya
Service quality
487
Table IV.
IJCHM Discussion
26,3 The results of this study back up the importance of service quality perceptions in the
context of particular dimensions as it shows such dimensions are related with
customer satisfaction, customer value and behavioral intentions. From a pragmatic
point-of-view, the study offers potentially valuable contributions to the hotel industry
in Antalya as it provides some insights for hotel managers. Developing a framework
488
R2 Sig. Dimensions B b T Sig T
Hotel guests 0,142 0,000 Tangibles 0,345 0,243 3,936 0,000

Table V. Food quality & reliability 0,243 0,190 3,064 0,002
Hotel service quality
dimensions affecting Notes: n=307. Total explained variance (R 2)=0,142; dependent variable: satisfaction. Satisfaction
customer satisfaction Items: My general vacation satisfaction level of high, my satisfaction level related with the resort is
level high
Hotel guests 0,378 0,000 Friendly, courteous and helpful employees 0,189 0,132 1,851 0,065
Transportation 0,325 0,259 4,964 0,000
Food quality & reliability 0,281 0,215 3,176 0,002
Climate & hygiene 0,227 0,151 3,044 0,003
Table VI. Level of prices 0,105 0,101 2,028 0,043
Hotel service quality
dimensions affecting Notes: n=307. Total explained variance (R 2)=0,378; dependent variable: customer value. Value items:
customer value The holiday would be good value for money

Interaction with Turkish culture 0,166 0,141 2,404 0,017
Friendly, courteous and helpful employees 0,237 0,152 2,277 0,023
Table VII.
Hotel service quality Notes: n=307. Total explained variance (R 2)=0,126; dependent variable: recommend intentions.
dimensions affecting Recommendation Items: I would recommend my friends and relatives to visit Antalya, I would
recommend intentions recommend my friends and relatives to stay at the resort which I have stayed last
R2 Sig Dimensions B b T Sig T

Interaction with Turkish culture 0,174 0,133 2,279 0,023
Level of prices 0,152 0,121 2,145 0,033
Table VIII.
Hotel service quality Notes: n=307. Total explained variance (R 2)=0,127; dependent variable: revisit intentions. Revisit
dimensions affecting intention items: I would like to revisit Antalya, I would like to stay again at the resort which I have
revisit intentions stayed last
for conceptualizing the effects of service quality dimensions on customer satisfaction Service quality
and other behavioral intentions can be considered as the main theoretical implication of in Antalya
this study. The present study presents ten hotel service quality dimensions from a list
compiled of 50 items. These dimensions can be listed as:
(1) friendly, courteous and helpful employees;
(2) room amenities;
489
(3) food quality and reliability;
(4) interaction with Turkish culture;
(5) entertainment opportunities;
(6) tangibles;
(7) level of prices;
(8) transportation;
(9) climate and hygiene; and

(10) security.
In the second stage of the analysis, these dimensions were analyzed using a stepwise
regression analysis technique to find out the dimensions which are used by tourists in
Antalya. The aim here was to evaluate satisfaction and value levels of tourists and to
explore the dimensions that have the main influences on their revisiting and
recommending intentions. Accordingly, although there is a large unexplained variance,
the “tangibles” and “food quality and reliability” dimensions are the main dimensions
that should be considered by hotel managers in order to satisfy their guests’ needs. In
these dimensions, the featured points are providing a pleasing visual appearance of
resort buildings and their layout, ensuring regular maintenance of green spaces,
having adequate capacity of dining rooms, meeting rooms, swimming pools, quietness
of the beaches, meals that are high quality, rich in variety and hygienic, indicating all
areas in the hotel with signs, representing a quality service image, providing the
services as promised and performing the services right first time. By doing so, the
physical environment may become more attractive.
From the results, it is observed that five dimensions namely, “friendly, courteous
and helpful employees”, “transportation”, “food quality and reliability”, “climate and
hygiene” and “level of prices” are the dimensions that explain customer value
perceptions as these dimensions generate 37.8 percent of the variance. As the “friendly,
courteous and helpful employees” dimension is the best predictor of customer value
perceptions, hotel managers should pay more attention to hotel staff in order to ensure
that they are courteous, friendly, neat and tidy. They should know what to do, and they
should do it well. They shouldn’t make mistakes. The hotel employee are the ones who
are responsible for dealing with complaints; they should be available whenever needed,
show individualized attention to guests and have enough knowledge to answer their
questions. In recruitment process, the candidates possessing these attributes should be
found and hired. Since hotel employees have first-hand knowledge about the
characteristics of customers, Olorunniwo et al., 2006 state that the employees should be
encouraged and rewarded in service quality design and implementation process. What
is more, hotel managers should focus on the problem-solving process by providing
flexible services, giving information to guests easily, resolving guests’ complaints and
IJCHM compensating for any inconveniences that guests suffer. Regarding the other four
26,3 dimensions, easy access to the hotel, a modern and efficient airport, high quality
in-flight service, a clean resort, fine weather; and low-priced bars, restaurants and
nightlife are the other matters to focus on. The statements of the “food quality and
reliability” dimension are expressed in the previous paragraph, so they will not be
mentioned again here.
490 The “tangibles” and “interaction with Turkish culture” dimensions emerge as the
two main influences on both recommending and revisiting intentions. Besides the
statements related to the tangibles dimension presented above, hotel guests who are
able to meet and talk to Turkish people, who are able to find out about everyday life in
Turkey, who are able to learn more about Turkish history, who are able to visit
museums and archeological sites and who can visit nearby Turkish towns and
countryside are more likely to recommend and revisit the hotel where they stayed. The
other dimensions influencing recommending and revisiting intentions are “friendly,
courteous and helpful employees” and “level of prices”. The statements related to these
last dimensions are not going to be pointed out again as they have been described
above. The result of the study is on the other side of the discussion, compared with
Alexandris et al. (2002) reported that tangible dimension is not among the most
important predictor of WOM communications. Accordingly, the tangible dimension
still stands as an antecedent of recommending and revisiting intention.
Implications and limitations

The increasing interest in addressing the service quality concept from the consumer’s
point-of-view is accepted as one of the most important developments in the tourism
industry (Nadiri and Hussain, 2005). Explicitly describing and understanding the hotel
attributes in light of customer needs allows hotel management to recognize and fulfill
customer wants and needs in advance instead of subsequently reacting to customer
dissatisfaction (Choi and Chu, 2001). Moreover, giving a satisfactory experience to the
customers, hotel managers should understand how the customers assess the service
quality (Olorunniwo et al., 2006) that is too subjective to evaluate based on specific
characteristics of service (Alexandris et al., 2002). Thus, this study is believed to
provide useful information about these facts for hotel managers in Antalya. Besides its
practical implications, the study has some theoretical values while it is providing
insights for a comparative study of service quality perceptions.
With the findings of the study, it is understood that international tourists evaluate
their satisfaction and value perceptions and intend to revisit and recommend in
accordance with the different hotel service quality dimensions. In light of these
findings, hotel managers in Antalya can understand their guests’ priorities and can
arrange their service or encounter process to fulfill these priorities. Recognizing the
priorities will lead the hotels to reposition their quality propositions in order to exceed
the expectations of their guests and shape their hotel experience. By doing so, hotels
may offer their own service quality pledges. In addition to these implications, this
study is also helpful for hotels in Antalya in terms of allocating their resources more
effectively. The need to identify the key dimensions in gaining customer value,
customer satisfaction and in leading the guests to revisit and recommend makes these
findings more interesting and valuable. The importance of findings for managerial
decision-making processes is evident. Hotel managers seeking to improve their
customers’ loyalty levels and making efforts to increase retention rates may benefit Service quality
from information about the effect of dimensions of service quality on customer in Antalya
satisfaction and of the latter on behavioral loyalty.
Presenting information for hotel management in Antalya with regards to gaining
customer value and customer satisfaction and in leading the guests to revisit and
recommend may be accepted as a reply to the question of how the study contributes to
the literature. In this manner, the study may be used in international industry-specific 491
and comparative research. Hotel managers that aim to offer high quality service should
pay special attention to having staff that are able to solve problems and who are
fully-qualified. It is essential for the staff to have the emotional and esthetic skills as
they are always in touch with customers from different cultures and countries (Crick
and Spencer, 2011). It would also be interesting to expand the model to include the
economic consequences for companies and organizations of the relationships described
in this paper. The Turkish hospitality industry, among others, will have much to
benefit from studying such an extended model.
The basic limitation of the study is perhaps the unexplained variance as the result
of the regression analysis. To settle this matter, future research should aim to
determine the points which explain that variance. With regards to other attempts to
make the findings more valuable, examining the research in different sectors, in
different cultures, in different service areas of hospitality could be advisable. It should
be also mentioned that generalization of the findings to the entire tourism and hotel
field is not possible due to the sampling procedure. Since it is a convenience sample, the
applicability of this work to all hotels in the region and service quality field is quite
suspicious. The other limitation of this study comes from the fact that the field research
was conducted on tourists who visited Antalya. Owing to the research sample
limitations, it would be useful to analyze data from a greater geographical sample that
would include other tourist locations and compare the differences.
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Corresponding author
Ibrahim Taylan Dortyol can be contacted at: taylan_dortyol@yahoo.com.tr
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Department of Marketing, Akdeniz University, Antalya, Turkey

part of the pleasant holiday experience (GoTurkey, 2013). Being an eye-catching

Objectives of the study

Measuring service quality

definition of customer satisfaction can be given: “As a construct, customer satisfaction

Service quality in the tourism sector

encounter process accordingly (Eraqi, 2006).

Hotel service quality dimensions

Elementary School 12 3,9

Relative importance of hotel service quality dimensions on customer satisfaction,

for the inconvenience guests suffer 4,09 1,014

Note: Standard Deviation: s; Cronbach’s alpha: a; Mean: m Table III.

value, recommending intentions and revisiting intentions as the dependent variables

R2 Sig. Dimensions B b T Sig T

Hotel guests 0,142 0,000 Tangibles 0,345 0,243 3,936 0,000

R2 Sig. Dimensions B b T Sig T

R2 Sig. Dimensions B b T Sig T

Hotel guests 0,126 0,000 Tangibles 0,248 0,158 2,355 0,019

R2 Sig Dimensions B b T Sig T

Hotel guests 0,127 0,000 Tangibles 0,391 0,225 3,854 0,000

(9) climate and hygiene; and

Implications and limitations

TQM Magazine, Vol. 6 No. 5, pp. 50-55.

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Contemporary Hospitality Management 29:4, 1096-1115. [Abstract] [Full Text] [PDF]

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