HOTEL-PRODUCT PERCEIVED QUALITY: A CASE STUDY OF CITY HOTELS IN VOJVODINA (SERBIA) - A FACTOR ANALYSIS

Over the past two decades, many researchers, as well as hotel management, conducted surveys on visitor satisfaction with service quality of hospitality products. However, there is a lack of investigation of the perceived quality of hotels products in Vojvodina whose economy is still in the stage of adjustment to the new economic conditions due to the transition and ownership transformation. Thus, the aim of this study is to identify all the specific factors of hotel product and to point out the necessity of strengthening them in order to reach the level of satisfaction of customers of services provided. Data were collected from a sample of guests staying at various city hotels in Vojvodina (Serbia), rated with 1 up to 5 stars. Two types of analyses were performed to reach this objective: the exploratory factor analysis (EFA) and after that, the one-way analysis of variance (One-way ANOVA) with the view of determining a substantive effect of factors in different hotel categories. The paper identifies five major attributes as the most influential factors of the hotel product quality, i.e. front office services, employees, hotel facilities, restaurant service and the location of facilities. The discussion of findings leads to some suggestions on how to reach the hotel-product improvement and the specialization of hotels.

Browary województwa rzeszowskiego w latach 1944-1951

BREWERIES OF THE RZESZÓW PROVINCE IN THE YEARS 1944-1951 The breweries in Rzeszów region were among the earliest to be opened in post-war Poland. Production was re-launched Przemyśl, Strzyżów and Węgierka as early as August, only slightly later in Łańcut, and in Tarnobrzeg in September. The brewery in Zarszyn restarted operations in December; in Zaczernie first batches were brewed in February 1945. The plant in Dzików Stary was the last to be re-opened. This happened in April or May 1945. In 1944, the breweries in Rzeszów region made 7500 hectolitres of beer. Generally speaking, ownership transformation took two different directions. Breweries connected with the activities of parcelled out land estates were handed over as ‘residue’ for administration by the State Land Fund managed by the Minister of Agriculture and Land Reform. Such was the fate of the breweries in Strzyżów, Węgierka and Zaczernie. Over time, they were earmarked for administration by the cooperative sector. Other breweries, separated from land estates (Łańcut) or formerly owned by Jews (Dzików Stary, Przemyśl, Zarszyn), were managed by Temporary State Administration. Similar processes took place throughout the country, subject to obvious differences between lands annexed to Poland in 1945. As a consequence, the structure of the Polish brewing industry was shaped in three sectors: national, cooperative and private. Breweries controlled by the state were grouped together in a central industrial association subject to the Ministry of Supply and Trade. Breweries ran by cooperatives were mostly supervised by the Ministry of Agriculture and Land Reform. Private establishments had to remain members of the Association of Private Breweries in Poland. This tripartite structure operated in the context of allocated and centrally supervised quotas of raw materials, as well as production plans and markets imposed by the state. In 1946, there were 123 breweries registered in Poland. The national sector played the leading role, and the majority of state breweries were large (production volumes above 50,000 hl per year) or largest plants (more than 100,000 hl per year). This sector supplied over 90% of all beer produced in Poland. In terms of quantity, the most numerous group were small breweries (annual production volume up to 15,000 hl) – a total of 78 (63.4%), half of which belonged to the state. There were 24 (19.5%), medium- sized breweries (production volume 15,000 to 50,000 hl), 2/3 of which owned by the state.

The LOTUS: A Journey to Value-Based, Patient-Centered Care

In response to the merger of our 248-bed community hospital with a new health system, a multidisciplinary team began a journey of holistic transformation via the evolution of a new rounding process called Leadership, Ownership, Transformation, Unity, and Sustainability (LOTUS) in the 20-bed ICU. Morphing from a hierarchical practice structure with limited engagement of multidisciplinary members, the LOTUS initiative (named for the blossom whose petals surround its core, the patient) afforded each discipline (petal) an equal voice and allowed a once-fragmented team to work cohesively, collaboratively, and at the highest level of the scope of practice for each discipline, thus affording expert guidance during care planning while providing a method to collect quality metrics. LOTUS allows us to view our patients in a new way as we refocused goal determination on patients and their families. The restructuring and evolution into a high-functioning team was targeted with the goal of enhancing quality critical care for patients, which, in the literature, has correlated with improved patient safety and decreased mortality and ICU length of stay.