They were reviewed and summarized by Shams and Hales (1989), who suggested that manufacturing and service industries form a continuum of constantly varying proportions of integral goods and services. Schwartz (1991-2), argues that the service revolution is gaining momentum and that more traditionally production-oriented organizations emphasize quality service as a differentiator in the marketplace (Berry and Parasuram, 1992). current thinking. Modern authors underline the Herzbergian relationship between motivating and hygienic quality factors. Herzberg's theory is able to decrease satisfaction only if they are absent. Herzberg factors differ between hotel sectors and are likely to be the same only in two-star hotels and five-star hotels (Balmer and Baum, 1993). Factors also change over time, as yesterday's technology and luxury give way to new motivating factors, and older standards and styles are continually relegated to the hygiene category. Whether a particular quality attribute is hygiene or a motivating factor is also a matter for the individual customer. Some organizations now seek to specifically identify the “Kiss Off Factor” (KOF), which is the straw that breaks the camel's back that transforms a particular individual's experience from an overall negative one. Hotel star ratings based on quality of service continue to be the norm in hotels. Callan, (1989-90) argues that there is a strong relationship between the hotel's star rating and management's and guests' perception of service quality for a particular star rating.