Chapter 2:
Service Quality I
HRT476
*
Chapter 2. Discussion Points:
How to define service quality? Explain service quality using Gap Analysis Model (GAM): How to fill each gap?Five dimensions of Service Quality: Reliability, Tangibles, Empathy, Responsiveness, & Assurance: How to assess service quality using 5 dimensions of service quality?
=> Your individual research project us assessing service quality of a hospitality entity using Five Dimensions of Service Quality
AGENDAWhat is Service Quality (SQ)?Gap Analysis ModelWhy is quality service important in the hospitality industry?SERVQUAL
Five Dimensions of Service Quality
Service Quality“Consumer’s judgment about an entity’s overall excellence or superiority” (Zeithaml, 1987)“Customer’s overall evaluation of a product or service, similar to attitude” (Olshavsky, 1985)“The result of evaluation process in which customers compare their perceptions of service delivery to that they expect” (Gronroos, 1990)“Degree & direction of discrepancy between consumers’ ( ) & ( )” (PZB, 1988)
Perceptions
Expectations
*
How to define service quality? You can try defining it by yourself.
Popular textbook definitions are introduced here….The last one “Degree & direction of discrepancy between consumers’ expectations and perceptions (PZB, 1988)” is the most popular one.
Customers build expectations before purchase, and get involved in the evaluation process after the consumption. The difference or gap between prior expectations and actual experiences, that is service quality.
*
View of SQ & CS Process
Prepurchase
Expectation
Perceived
Performance
Disconfirmation
Customer
Satisfaction
Customer
Loyalty
Service Quality
*
The gap between expectations and perceived performance is the primary indicator of overall service quality.
Expectation“Desires & wants of customers”Three levels of service expectations:Essential (Predicted): Essence of the serviceFundamental requirements to continue operationsGuests predict these services will be performedExpected (Adequate): Go beyond the essential serviceTend to become essential service over the yearsOptional (Desired): Added bonus or unique service enhancing the value of serviceContribute to its competitive edgeGuests do not fault the service provider for this service
*
Customers build expectations in three levels: Essential, Expected, and Optional. Think about what types of expectations you make when making a hotel/restaurant reservation, and then categorize them using the three levels of service expectations.
Performance/ExperienceCustomers’ perceptions of firms providing the servicesA product of a technical (what) and functional quality (how), which is filtered through the imageStandard of comparison by which to assess disconfirmation
After consumption of service or products, we evaluate our experience based on WHAT (product or technical quality) was delivered and HOW (fun ...
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
Chapter 3- Service quality and productivity.pdfOshadiVindika
Service quality is defined as meeting or exceeding customer expectations through high performance. SERVQUAL is a framework for measuring service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. There are five gaps between customer expectations and perceptions: 1) manager vs customer expectations, 2) standards vs expectations, 3) delivery vs standards, 4) promises vs delivery, 5) perceptions vs expectations. Strategies to close the gaps include improving communication between managers and customers, setting appropriate quality standards, ensuring delivery meets standards, aligning promises with capabilities, and consistently meeting expectations. Effective customer feedback uses a mix of tools to assess satisfaction, drive improvements and create a customer-centric culture.
This document discusses customer satisfaction and its importance. It defines customer satisfaction as meeting or exceeding customer expectations. Maintaining high levels of customer satisfaction is important for businesses as satisfied customers are more loyal, purchase more, and provide favorable word of mouth advertising. The document outlines factors that influence customer satisfaction like product quality, value, service, and responsiveness to issues. It also discusses methods for measuring customer satisfaction, including surveys, to understand customer expectations and priorities for improvement. The goal is to continually enhance customer service based on feedback.
Customer expectations are beliefs about the level of service that will be provided. These expectations act as standards that customers use to evaluate service quality. There are two main types of expectations: desired service, which is the ideal level hoped for, and adequate service, which is the minimum tolerable level. Understanding customer expectations is critical for service providers because if performance does not meet or exceed expectations, customers will be dissatisfied. The key is delivering a level of service that falls within customers' "zone of tolerance" between adequate and desired service.
Customer expectations are beliefs about the level of service that will be provided. There are two types of expectations: desired service, which is the optimal level hoped for, and adequate service, which is the minimum tolerable level. Factors like personal needs, past experiences, available alternatives, and situational factors influence expectations. Gaps can occur when customer expectations do not align with a provider's understanding of them, service design, delivery of service, or communications about the service. Measuring perceptions against expectations on reliability, responsiveness, assurance, empathy, and tangibles can identify service quality issues using the SERVQUAL model. Addressing gaps within the organization is important to improve customer satisfaction.
The document discusses service quality and identifies five gaps that can exist between customer expectations and the actual service delivered.
Gap 1 is between customer expectations and management's perception of expectations, which can occur due to lack of market research and communication between management and customers.
Gap 2 is between management's perception of expectations and service quality specifications, which can be caused by lack of management commitment, perception that expectations cannot be met, and absence of clear quality goals.
Gap 3 is between quality specifications and actual service delivery, and can result from role ambiguity/conflict, poor job-person fit, inappropriate supervision, and lack of teamwork.
The document provides remedies to close each gap, such as improving communication, training
Service quality aims to ensure customer satisfaction by managing business processes. SERVQUAL is a framework for measuring service quality across five key dimensions: reliability, assurance, tangibles, empathy and responsiveness. The SERVQUAL model identifies five "gaps" between customer expectations and perceptions: 1) not knowing customer expectations, 2) having the wrong service standards, 3) a gap in service delivery, 4) unmet communication of services, and 5) the difference between expected and perceived service quality. Addressing these gaps can help improve an organization's service quality.
Chapter 2:
Service Quality I
HRT476
*
Chapter 2. Discussion Points:
How to define service quality? Explain service quality using Gap Analysis Model (GAM): How to fill each gap?Five dimensions of Service Quality: Reliability, Tangibles, Empathy, Responsiveness, & Assurance: How to assess service quality using 5 dimensions of service quality?
=> Your individual research project us assessing service quality of a hospitality entity using Five Dimensions of Service Quality
AGENDAWhat is Service Quality (SQ)?Gap Analysis ModelWhy is quality service important in the hospitality industry?SERVQUAL
Five Dimensions of Service Quality
Service Quality“Consumer’s judgment about an entity’s overall excellence or superiority” (Zeithaml, 1987)“Customer’s overall evaluation of a product or service, similar to attitude” (Olshavsky, 1985)“The result of evaluation process in which customers compare their perceptions of service delivery to that they expect” (Gronroos, 1990)“Degree & direction of discrepancy between consumers’ ( ) & ( )” (PZB, 1988)
Perceptions
Expectations
*
How to define service quality? You can try defining it by yourself.
Popular textbook definitions are introduced here….The last one “Degree & direction of discrepancy between consumers’ expectations and perceptions (PZB, 1988)” is the most popular one.
Customers build expectations before purchase, and get involved in the evaluation process after the consumption. The difference or gap between prior expectations and actual experiences, that is service quality.
*
View of SQ & CS Process
Prepurchase
Expectation
Perceived
Performance
Disconfirmation
Customer
Satisfaction
Customer
Loyalty
Service Quality
*
The gap between expectations and perceived performance is the primary indicator of overall service quality.
Expectation“Desires & wants of customers”Three levels of service expectations:Essential (Predicted): Essence of the serviceFundamental requirements to continue operationsGuests predict these services will be performedExpected (Adequate): Go beyond the essential serviceTend to become essential service over the yearsOptional (Desired): Added bonus or unique service enhancing the value of serviceContribute to its competitive edgeGuests do not fault the service provider for this service
*
Customers build expectations in three levels: Essential, Expected, and Optional. Think about what types of expectations you make when making a hotel/restaurant reservation, and then categorize them using the three levels of service expectations.
Performance/ExperienceCustomers’ perceptions of firms providing the servicesA product of a technical (what) and functional quality (how), which is filtered through the imageStandard of comparison by which to assess disconfirmation
After consumption of service or products, we evaluate our experience based on WHAT (product or technical quality) was delivered and HOW (fun ...
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
Chapter 3- Service quality and productivity.pdfOshadiVindika
Service quality is defined as meeting or exceeding customer expectations through high performance. SERVQUAL is a framework for measuring service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. There are five gaps between customer expectations and perceptions: 1) manager vs customer expectations, 2) standards vs expectations, 3) delivery vs standards, 4) promises vs delivery, 5) perceptions vs expectations. Strategies to close the gaps include improving communication between managers and customers, setting appropriate quality standards, ensuring delivery meets standards, aligning promises with capabilities, and consistently meeting expectations. Effective customer feedback uses a mix of tools to assess satisfaction, drive improvements and create a customer-centric culture.
This document discusses customer satisfaction and its importance. It defines customer satisfaction as meeting or exceeding customer expectations. Maintaining high levels of customer satisfaction is important for businesses as satisfied customers are more loyal, purchase more, and provide favorable word of mouth advertising. The document outlines factors that influence customer satisfaction like product quality, value, service, and responsiveness to issues. It also discusses methods for measuring customer satisfaction, including surveys, to understand customer expectations and priorities for improvement. The goal is to continually enhance customer service based on feedback.
Customer expectations are beliefs about the level of service that will be provided. These expectations act as standards that customers use to evaluate service quality. There are two main types of expectations: desired service, which is the ideal level hoped for, and adequate service, which is the minimum tolerable level. Understanding customer expectations is critical for service providers because if performance does not meet or exceed expectations, customers will be dissatisfied. The key is delivering a level of service that falls within customers' "zone of tolerance" between adequate and desired service.
Customer expectations are beliefs about the level of service that will be provided. There are two types of expectations: desired service, which is the optimal level hoped for, and adequate service, which is the minimum tolerable level. Factors like personal needs, past experiences, available alternatives, and situational factors influence expectations. Gaps can occur when customer expectations do not align with a provider's understanding of them, service design, delivery of service, or communications about the service. Measuring perceptions against expectations on reliability, responsiveness, assurance, empathy, and tangibles can identify service quality issues using the SERVQUAL model. Addressing gaps within the organization is important to improve customer satisfaction.
The document discusses service quality and identifies five gaps that can exist between customer expectations and the actual service delivered.
Gap 1 is between customer expectations and management's perception of expectations, which can occur due to lack of market research and communication between management and customers.
Gap 2 is between management's perception of expectations and service quality specifications, which can be caused by lack of management commitment, perception that expectations cannot be met, and absence of clear quality goals.
Gap 3 is between quality specifications and actual service delivery, and can result from role ambiguity/conflict, poor job-person fit, inappropriate supervision, and lack of teamwork.
The document provides remedies to close each gap, such as improving communication, training
Service quality aims to ensure customer satisfaction by managing business processes. SERVQUAL is a framework for measuring service quality across five key dimensions: reliability, assurance, tangibles, empathy and responsiveness. The SERVQUAL model identifies five "gaps" between customer expectations and perceptions: 1) not knowing customer expectations, 2) having the wrong service standards, 3) a gap in service delivery, 4) unmet communication of services, and 5) the difference between expected and perceived service quality. Addressing these gaps can help improve an organization's service quality.
Running head: SERVICE QUALITY IMPROVEMENT 1
SERVICE QUALITY IMPROVEMENT 7
Research Project – Week Two
Chris Davey
BUS 642
Instructor Kurt Diesch
July 6, 2015
Abstract
Service quality improvement has been a critical issue to most business settings, rendering them to provide poor services. They focus on spending a lot of money on ill- conceived services and undermining the best methods to offer their customers with quality services. Excellent service is an important approach because customer’s loyalty and satisfaction is improved. Customers view value as the as the profit acquired from the trouble encountered such as unfriendly employees, high prices, services which are not attractive and locations that are not convenient to them. With excellent services, profit maximization of the company is improved and customer’s burdens on non-price issues are minimized. Prior researches have concentrated on how services can be measured and nature of customer’s expectations without considering the service quality improvement factor (Loshin, 2011).
This research will help to identify and quantify the relationship between service quality and profits. The profit resulting from improved quality can be determined if the expenditure on the service quality can be ascertained. Quality would need to be described by the customer, whereby it should conform to his or her specification. Most company’s view quality as conformance to organization specifications and this research will help to solve this problem by identifying the best methods of delivering quality service. This research will help to address the questions on how to respond to customers and taking care of them to provide the best quality of service (Hernon, 2011). In short, the research paper will examine the service quality –profit link with different measures of service quality being examined by the customers for feedback. The information will be used to determine the best measure for quality and what the profit driver is.
Introduction
Service quality is defined as the difference between customer competence and expectation compared with other dimensions used to measure quality. There are several measures that can be used to evaluate the quality of service by the customer. These are service accessibility, courtesy, reliability, security, competence, credibility, tangibles, responsiveness, communication and understanding of the customer needs. Zeithaml, Parasuraman, and Berry proposed a service quality scale (SERVQUAL), a generic instrument that has 5 areas of service that have a high correlation. Tangibles, responsiveness, empathy, reliability and assurance have been used (Zeithaml & Bitner, 2003)
The model has been used widely to measure customer satisfaction and customer prefe.
This document discusses the challenges of outsourcing customer service operations. It notes that there is a tradeoff between service level accessibility (SLA), which is the speed of response, and service level quality (SLQ), which is the thoroughness of issue resolution. Defining clear metrics for SLA and SLQ goals is important but difficult, as pushing one metric often negatively impacts the other. In addition, outsourcing can threaten customer loyalty if the outsourced agents do not adequately represent the brand or understand customers' issues. The document examines these service level challenges as well as the monetary and reputational costs companies must consider when deciding whether to outsource customer service.
1. The document discusses customer perception of service quality and satisfaction. It defines customer satisfaction as a consumer's fulfillment response that is influenced by expectations, product/service attributes, emotions, fairness perceptions and other people. Service quality focuses on five dimensions: reliability, assurance, tangibles, empathy and responsiveness.
2. It describes different types of customer encounters: remote (e.g. websites), phone and face-to-face. Encounters shape customer perceptions and satisfaction levels based on factors like employee behavior, problem resolution and flexibility. Service quality aims to positively influence encounters.
The document discusses customer expectations and satisfaction. It states that customers expect certain things from businesses and those that can identify and meet customer expectations will have the highest levels of customer satisfaction. It also notes that customer expectations are dynamic and can change based on various factors. The key to customer satisfaction is meeting or exceeding their expectations through good customer service. The document provides some common customer expectations like fast and friendly service as well as tips for identifying specific customer expectations through surveys. Meeting expectations leads to benefits like loyal customers, increased sales, and more referrals.
Ch 13 designing and managing services gonzagaCarlos Gonzaga
This document contains 10 learning questions about designing and managing services based on Chapter 13. It discusses key topics like improving service quality, gaps that can cause unsuccessful service delivery, types of marketing in service industries, determinants of service quality, solutions to customer failures, categories of service mix, demonstrating service quality, developing brand strategies, and identifying and satisfying customer needs. The questions serve to test understanding of important concepts from the chapter.
The document summarizes the Gap Model of Service Quality, which identifies five gaps that can lead to customer dissatisfaction if not addressed. The five gaps are: 1) the knowledge gap between customer expectations and company understanding, 2) the policy gap between management understanding and service policies, 3) the delivery gap between policies and actual service delivery, 4) the communication gap between promises and delivered service, and 5) the customer gap between expectations and perceptions. Reducing these gaps requires actions like improving customer research, management-staff communication, training, and managing customer expectations.
This document provides information about a study conducted on customer satisfaction levels towards products and services offered by Heritage Foods Limited at their Medavakkam, Rajakilpakkam store in India. Primary data was collected through questionnaires from customers at this store. The analysis tools used include percentage analysis of factors like reasonable price, product advantage, after-sales service, and store prices. The findings and suggestions aim to improve customer satisfaction levels with respect to these factors. The document also provides background information on Heritage Foods Limited, including their mission, vision, founders, and board of directors.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
The document discusses the Service Quality GAPS Model, which was developed by Parasuraman, Zeithaml, and Berry in 1988. The model identifies five key gaps that can lead to unsatisfactory customer experiences. The largest gap is the "Customer Gap," which is the difference between customer expectations and their perceptions of service received. The other four "Provider Gaps" occur within the service organization and must be addressed to close the Customer Gap. These include not knowing customer expectations, not having appropriate service designs/standards, inability to deliver services meeting standards, and failure to communicate promises aligned with performance. Addressing all gaps is necessary to provide consistently high quality service that meets or exceeds customer expectations.
The document provides an overview of the Indian cement industry. It discusses the history and growth of the industry from its beginnings in 1904 with a capacity of 30 tons per day up to the present where India is the 5th largest cement producer globally. While production and capacity have increased significantly, consumption in India remains one of the lowest in the world, pointing to significant growth potential. Key factors driving future demand are expected to be infrastructure development projects and increasing per capita income and consumption. The industry has progressed through various phases of government control and deregulation.
This document provides an overview of key concepts in service marketing. It begins by defining services and distinguishing their characteristics from goods. Services are intangible, heterogeneous, perishable, and produced and consumed simultaneously. The document then covers customer expectations and the importance of managing moments of truth or service encounters to influence customer satisfaction. It also discusses developing new services through service blueprinting to map the customer experience and back-end processes. Overall, the document introduces some of the core elements involved in marketing intangible services compared to tangible goods.
1. The document discusses key considerations for service innovation, including involving customers and employees in the design process and employing service design principles like user-centered design.
2. It also covers the important roles that service employees and customers play in service delivery. Service employees are often the embodiment of the service and directly influence customers' perceptions of quality. Customers also play roles as productive resources, contributors to quality, and potential competitors.
3. Finally, it discusses strategies for developing people to deliver quality like training, empowerment, and support systems as well as enhancing customer participation in the service process.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
Building customer loyalty requires delivering superior quality and customer experience to meet or exceed expectations, as loyal customers are less expensive to serve and more likely to refer others. There are five key dimensions of service quality - reliability, responsiveness, assurance, empathy, and tangibles - against which customers evaluate their experiences. Companies need to understand and close gaps between customer expectations, company perceptions of expectations, service design and delivery to consistently provide a quality experience within customers' zone of tolerance.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses key characteristics of services and their operational implications. It covers intangibility, perishability, people as part of the product, and demand patterns. Quality is defined by customer perception and can be measured using technical and interpersonal dimensions. Common service gaps like misunderstanding can be addressed through tools like guarantees and customer feedback. While zero defects is difficult, quality improvements can reduce costs. Internal marketing and a strong service culture are important for employee performance.
11.application of servqual model in customer service of mobile operatorsAlexander Decker
This document summarizes a study that applied the SERVQUAL model to evaluate customer service quality in the mobile operator industry in Bangladesh. The SERVQUAL model measures service quality as the gap between customer expectations and perceptions. The study collected data through surveys assessing customer perceptions on four SERVQUAL dimensions: tangibles, reliability, responsiveness, and empathy. Statistical tests found significant gaps between expectations and perceptions on all four dimensions, indicating that customer service is not meeting customer satisfaction in Bangladesh mobile operators. The study concludes with recommendations to minimize these gaps and improve customer satisfaction.
- Quality is difficult to define because different people have different perspectives on what constitutes quality. To improve understanding of quality, it is important to recognize differences in functional definitions of quality and look to existing definitions from quality experts.
- Communication and planning are important parts of the quality management process. Poor communication and lack of planning can negatively impact quality improvement initiatives and lead to issues like miscommunication, lack of coordination, and inability to meet goals.
- The concept of "cost of quality" helps firms address quality concerns by making them aware that poor quality results in costs from rework, delays, and other issues. It is better to invest in preventing quality problems than dealing with the costs from non-conformance after the fact
6 characteristics of services, service guaranteesRishi Mathur
This document provides an outline and summary of key topics from a university course on service characteristics and guarantees. It discusses the intangible, perishable, and heterogeneous nature of services and how companies deal with these issues. It also covers the simultaneous production and consumption of services, phases of customer encounters, and how understanding power dynamics and providing guarantees can help shift power back to customers and build loyalty. Customer satisfaction and its links to management, servers, and products are depicted in a diagram. The next class will review service guarantees, customer satisfaction, and loyalty in more detail.
Ask Michael E. Mark about his company’s procedures for making a big .docxrandymartin91030
Ask Michael E. Mark about his company’s procedures for making a big capital investment, and he is likely to refer you to the Flextronics International Corporate Policy Manual. It has 80 pages – all of them blank. Although Marks is Flextronics’ chairman and CEO, he says he sometimes lets subordinates such as Humphrey W. Porter, the head of Flextronics’ European operations, do multi-million dollar acquisitions without showing him the paperwork. He disdains staff meetings at his San Jose (Calf.) headquarters, and he refuses to draw up an organization chart delineating his managers’ responsibilities.
One might think Marks’ style is too casual for a growing conglomerate. This is a giant that owns dozens of factories scattered over four continents and has big contracts with some of the most demanding corporate customers on earth, from Cisco Systems Inc. to Siemens. In recent years it has acquired manufacturing plants, design firms, and component makers in the United States, Europe and Asia. It also has landed huge manufacturing contracts with Motorola Inc. and Microsoft Corp.
As Marks sees it, the business of global contract manufacturing is all about speed. The time it takes to get a prototype into mass production and onto retail shelves across the globe can determine whether a leading-edge digital gadget succeeds or flops. And with the Internet and corporate makeovers rapidly reconfiguring entire industries, Marks thinks it’s a bigger sin to miss important opportunities than to make a mistake or two. So he doesn’t want to tie down his top managers with bureaucracy. One of Marks’ favorite dictums: “It’s not the big who eat the small. It’s the fast who eat the slow.”
So far Marks has managed to craft the right balance. A Harvard MBA who had run several small electronics makers, Marks helped engineer a takeover of Singapore domiciled Flextronics in 1993, when it was nearly bankrupt. After turning the company around, he began to rebuild. Flextronics became a favored supplier to companies like Cisco, 3Com, and Palm. Flextronics is poised to become the world’s second-largest contract manufacturer, after Milpitas (Calif.) based Solectron Corp. Beside the industrial parks in Hungary, it also has huge manufacturing campuses in Mexico, China and Brazil.
The basketball hoop hanging in Marks’ modest, somewhat disheveled office seems to sum up his self-image. Marks is a passionate player – even though he stands all of 5 ft. 2 in. Likewise, in the business world Marks seems determined to prove a point. One way or another, he’s convinced he can retain the agile management style of a start-up, while making Flextronics a global enterprise that can play in the big leagues.
1. Based on your reading of the case, describe Marks’ leadership process, style, behavior and the text term that best defines it. Do you think he is successful because of or in spite of his leadership approach?
2. What leadership theories covered in the chapter.
ask an expertwww.NursingMadeIncrediblyEasy.com JanuaryFe.docxrandymartin91030
Nurses should advocate for policy issues by getting involved in lobbying. The American Nurses Association believes it is nurses' responsibility to advocate for patient safety, care standards, and healthy work environments. Nurses can make a difference by participating in professional organizations, staying informed on issues, and contacting legislators. When lobbying, nurses should keep messages short and focused, build relationships with legislative staff, and time requests appropriately in the legislative process.
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Running head: SERVICE QUALITY IMPROVEMENT 1
SERVICE QUALITY IMPROVEMENT 7
Research Project – Week Two
Chris Davey
BUS 642
Instructor Kurt Diesch
July 6, 2015
Abstract
Service quality improvement has been a critical issue to most business settings, rendering them to provide poor services. They focus on spending a lot of money on ill- conceived services and undermining the best methods to offer their customers with quality services. Excellent service is an important approach because customer’s loyalty and satisfaction is improved. Customers view value as the as the profit acquired from the trouble encountered such as unfriendly employees, high prices, services which are not attractive and locations that are not convenient to them. With excellent services, profit maximization of the company is improved and customer’s burdens on non-price issues are minimized. Prior researches have concentrated on how services can be measured and nature of customer’s expectations without considering the service quality improvement factor (Loshin, 2011).
This research will help to identify and quantify the relationship between service quality and profits. The profit resulting from improved quality can be determined if the expenditure on the service quality can be ascertained. Quality would need to be described by the customer, whereby it should conform to his or her specification. Most company’s view quality as conformance to organization specifications and this research will help to solve this problem by identifying the best methods of delivering quality service. This research will help to address the questions on how to respond to customers and taking care of them to provide the best quality of service (Hernon, 2011). In short, the research paper will examine the service quality –profit link with different measures of service quality being examined by the customers for feedback. The information will be used to determine the best measure for quality and what the profit driver is.
Introduction
Service quality is defined as the difference between customer competence and expectation compared with other dimensions used to measure quality. There are several measures that can be used to evaluate the quality of service by the customer. These are service accessibility, courtesy, reliability, security, competence, credibility, tangibles, responsiveness, communication and understanding of the customer needs. Zeithaml, Parasuraman, and Berry proposed a service quality scale (SERVQUAL), a generic instrument that has 5 areas of service that have a high correlation. Tangibles, responsiveness, empathy, reliability and assurance have been used (Zeithaml & Bitner, 2003)
The model has been used widely to measure customer satisfaction and customer prefe.
This document discusses the challenges of outsourcing customer service operations. It notes that there is a tradeoff between service level accessibility (SLA), which is the speed of response, and service level quality (SLQ), which is the thoroughness of issue resolution. Defining clear metrics for SLA and SLQ goals is important but difficult, as pushing one metric often negatively impacts the other. In addition, outsourcing can threaten customer loyalty if the outsourced agents do not adequately represent the brand or understand customers' issues. The document examines these service level challenges as well as the monetary and reputational costs companies must consider when deciding whether to outsource customer service.
1. The document discusses customer perception of service quality and satisfaction. It defines customer satisfaction as a consumer's fulfillment response that is influenced by expectations, product/service attributes, emotions, fairness perceptions and other people. Service quality focuses on five dimensions: reliability, assurance, tangibles, empathy and responsiveness.
2. It describes different types of customer encounters: remote (e.g. websites), phone and face-to-face. Encounters shape customer perceptions and satisfaction levels based on factors like employee behavior, problem resolution and flexibility. Service quality aims to positively influence encounters.
The document discusses customer expectations and satisfaction. It states that customers expect certain things from businesses and those that can identify and meet customer expectations will have the highest levels of customer satisfaction. It also notes that customer expectations are dynamic and can change based on various factors. The key to customer satisfaction is meeting or exceeding their expectations through good customer service. The document provides some common customer expectations like fast and friendly service as well as tips for identifying specific customer expectations through surveys. Meeting expectations leads to benefits like loyal customers, increased sales, and more referrals.
Ch 13 designing and managing services gonzagaCarlos Gonzaga
This document contains 10 learning questions about designing and managing services based on Chapter 13. It discusses key topics like improving service quality, gaps that can cause unsuccessful service delivery, types of marketing in service industries, determinants of service quality, solutions to customer failures, categories of service mix, demonstrating service quality, developing brand strategies, and identifying and satisfying customer needs. The questions serve to test understanding of important concepts from the chapter.
The document summarizes the Gap Model of Service Quality, which identifies five gaps that can lead to customer dissatisfaction if not addressed. The five gaps are: 1) the knowledge gap between customer expectations and company understanding, 2) the policy gap between management understanding and service policies, 3) the delivery gap between policies and actual service delivery, 4) the communication gap between promises and delivered service, and 5) the customer gap between expectations and perceptions. Reducing these gaps requires actions like improving customer research, management-staff communication, training, and managing customer expectations.
This document provides information about a study conducted on customer satisfaction levels towards products and services offered by Heritage Foods Limited at their Medavakkam, Rajakilpakkam store in India. Primary data was collected through questionnaires from customers at this store. The analysis tools used include percentage analysis of factors like reasonable price, product advantage, after-sales service, and store prices. The findings and suggestions aim to improve customer satisfaction levels with respect to these factors. The document also provides background information on Heritage Foods Limited, including their mission, vision, founders, and board of directors.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
The document discusses the Service Quality GAPS Model, which was developed by Parasuraman, Zeithaml, and Berry in 1988. The model identifies five key gaps that can lead to unsatisfactory customer experiences. The largest gap is the "Customer Gap," which is the difference between customer expectations and their perceptions of service received. The other four "Provider Gaps" occur within the service organization and must be addressed to close the Customer Gap. These include not knowing customer expectations, not having appropriate service designs/standards, inability to deliver services meeting standards, and failure to communicate promises aligned with performance. Addressing all gaps is necessary to provide consistently high quality service that meets or exceeds customer expectations.
The document provides an overview of the Indian cement industry. It discusses the history and growth of the industry from its beginnings in 1904 with a capacity of 30 tons per day up to the present where India is the 5th largest cement producer globally. While production and capacity have increased significantly, consumption in India remains one of the lowest in the world, pointing to significant growth potential. Key factors driving future demand are expected to be infrastructure development projects and increasing per capita income and consumption. The industry has progressed through various phases of government control and deregulation.
This document provides an overview of key concepts in service marketing. It begins by defining services and distinguishing their characteristics from goods. Services are intangible, heterogeneous, perishable, and produced and consumed simultaneously. The document then covers customer expectations and the importance of managing moments of truth or service encounters to influence customer satisfaction. It also discusses developing new services through service blueprinting to map the customer experience and back-end processes. Overall, the document introduces some of the core elements involved in marketing intangible services compared to tangible goods.
1. The document discusses key considerations for service innovation, including involving customers and employees in the design process and employing service design principles like user-centered design.
2. It also covers the important roles that service employees and customers play in service delivery. Service employees are often the embodiment of the service and directly influence customers' perceptions of quality. Customers also play roles as productive resources, contributors to quality, and potential competitors.
3. Finally, it discusses strategies for developing people to deliver quality like training, empowerment, and support systems as well as enhancing customer participation in the service process.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
Building customer loyalty requires delivering superior quality and customer experience to meet or exceed expectations, as loyal customers are less expensive to serve and more likely to refer others. There are five key dimensions of service quality - reliability, responsiveness, assurance, empathy, and tangibles - against which customers evaluate their experiences. Companies need to understand and close gaps between customer expectations, company perceptions of expectations, service design and delivery to consistently provide a quality experience within customers' zone of tolerance.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses key characteristics of services and their operational implications. It covers intangibility, perishability, people as part of the product, and demand patterns. Quality is defined by customer perception and can be measured using technical and interpersonal dimensions. Common service gaps like misunderstanding can be addressed through tools like guarantees and customer feedback. While zero defects is difficult, quality improvements can reduce costs. Internal marketing and a strong service culture are important for employee performance.
11.application of servqual model in customer service of mobile operatorsAlexander Decker
This document summarizes a study that applied the SERVQUAL model to evaluate customer service quality in the mobile operator industry in Bangladesh. The SERVQUAL model measures service quality as the gap between customer expectations and perceptions. The study collected data through surveys assessing customer perceptions on four SERVQUAL dimensions: tangibles, reliability, responsiveness, and empathy. Statistical tests found significant gaps between expectations and perceptions on all four dimensions, indicating that customer service is not meeting customer satisfaction in Bangladesh mobile operators. The study concludes with recommendations to minimize these gaps and improve customer satisfaction.
- Quality is difficult to define because different people have different perspectives on what constitutes quality. To improve understanding of quality, it is important to recognize differences in functional definitions of quality and look to existing definitions from quality experts.
- Communication and planning are important parts of the quality management process. Poor communication and lack of planning can negatively impact quality improvement initiatives and lead to issues like miscommunication, lack of coordination, and inability to meet goals.
- The concept of "cost of quality" helps firms address quality concerns by making them aware that poor quality results in costs from rework, delays, and other issues. It is better to invest in preventing quality problems than dealing with the costs from non-conformance after the fact
6 characteristics of services, service guaranteesRishi Mathur
This document provides an outline and summary of key topics from a university course on service characteristics and guarantees. It discusses the intangible, perishable, and heterogeneous nature of services and how companies deal with these issues. It also covers the simultaneous production and consumption of services, phases of customer encounters, and how understanding power dynamics and providing guarantees can help shift power back to customers and build loyalty. Customer satisfaction and its links to management, servers, and products are depicted in a diagram. The next class will review service guarantees, customer satisfaction, and loyalty in more detail.
Similar to Pick 4 topics and discusstalk about the topics. No plagiarism wi.docx (20)
Ask Michael E. Mark about his company’s procedures for making a big .docxrandymartin91030
Ask Michael E. Mark about his company’s procedures for making a big capital investment, and he is likely to refer you to the Flextronics International Corporate Policy Manual. It has 80 pages – all of them blank. Although Marks is Flextronics’ chairman and CEO, he says he sometimes lets subordinates such as Humphrey W. Porter, the head of Flextronics’ European operations, do multi-million dollar acquisitions without showing him the paperwork. He disdains staff meetings at his San Jose (Calf.) headquarters, and he refuses to draw up an organization chart delineating his managers’ responsibilities.
One might think Marks’ style is too casual for a growing conglomerate. This is a giant that owns dozens of factories scattered over four continents and has big contracts with some of the most demanding corporate customers on earth, from Cisco Systems Inc. to Siemens. In recent years it has acquired manufacturing plants, design firms, and component makers in the United States, Europe and Asia. It also has landed huge manufacturing contracts with Motorola Inc. and Microsoft Corp.
As Marks sees it, the business of global contract manufacturing is all about speed. The time it takes to get a prototype into mass production and onto retail shelves across the globe can determine whether a leading-edge digital gadget succeeds or flops. And with the Internet and corporate makeovers rapidly reconfiguring entire industries, Marks thinks it’s a bigger sin to miss important opportunities than to make a mistake or two. So he doesn’t want to tie down his top managers with bureaucracy. One of Marks’ favorite dictums: “It’s not the big who eat the small. It’s the fast who eat the slow.”
So far Marks has managed to craft the right balance. A Harvard MBA who had run several small electronics makers, Marks helped engineer a takeover of Singapore domiciled Flextronics in 1993, when it was nearly bankrupt. After turning the company around, he began to rebuild. Flextronics became a favored supplier to companies like Cisco, 3Com, and Palm. Flextronics is poised to become the world’s second-largest contract manufacturer, after Milpitas (Calif.) based Solectron Corp. Beside the industrial parks in Hungary, it also has huge manufacturing campuses in Mexico, China and Brazil.
The basketball hoop hanging in Marks’ modest, somewhat disheveled office seems to sum up his self-image. Marks is a passionate player – even though he stands all of 5 ft. 2 in. Likewise, in the business world Marks seems determined to prove a point. One way or another, he’s convinced he can retain the agile management style of a start-up, while making Flextronics a global enterprise that can play in the big leagues.
1. Based on your reading of the case, describe Marks’ leadership process, style, behavior and the text term that best defines it. Do you think he is successful because of or in spite of his leadership approach?
2. What leadership theories covered in the chapter.
ask an expertwww.NursingMadeIncrediblyEasy.com JanuaryFe.docxrandymartin91030
Nurses should advocate for policy issues by getting involved in lobbying. The American Nurses Association believes it is nurses' responsibility to advocate for patient safety, care standards, and healthy work environments. Nurses can make a difference by participating in professional organizations, staying informed on issues, and contacting legislators. When lobbying, nurses should keep messages short and focused, build relationships with legislative staff, and time requests appropriately in the legislative process.
Ask clarifying or thought provoking questions.Provide personal or .docxrandymartin91030
Ask clarifying or thought provoking questions.
Provide personal or professional examples that further illustrate relevant social psychological concepts identified in your classmate’s post.
Supply additional information that might influence your classmate’s interpretation. For example, recommend resources that further support their position or identify possible alternative explanations.
.
Asian American ResearchHello class, I hope this finds you all we.docxrandymartin91030
Asian American Research
Hello class, I hope this finds you all well!
For this week and the last we have been looking at an overview of Asian American Theatre, some of its origins, traditions, the rise of xenophobia against specific yet different Asian cultural groups, and Asian immigration over the last 150 years, as well as a brief look at where this culturally specific kind of Theatre and cinema stands today nationally and more locally with respect to the kinds of stories that are being told that are from an Asian P.O.V. as well as the actors that are cast to play these roles in the last 80 years of cinema, television and theater.
Consider your own overall outlook, knowledge and familiarity (including from our class) with Asian history in the U.S. and the potential struggles that Asian Americans have endured in the last century(s) with the mass migrations in the middle of the 1800’s, the struggle of the Gold and Railroad industries, the rise of wars and conflicts that set Asian Americans and immigrants against the prevailing attitudes in the U.S. about race in the last 150 years.
Looking at the Asian American experience in the U.S. is important as we consider the building blocks of our nation, with railroads, industry, wars, working and labor rights, internment camps during WWII, the deep culture of education and rich traditionalism that is so socially important to the overall history of this group of study, and the important contributions that we as a society have enjoyed from key figures in Asian American history.
We can all speak with a certain level of experience and knowledge, either directly or indirectly, to what we think would be important elements and issues to discuss within the Asian American culture.
Your assignment for this week is to research our topic of Asian American Arts and find an article or video link that deals with this topic in some way and then respond to it with a response paper.
This can be topics of:
1. The Issue of "Yellow Casting" and it's affects on modern Cinema
2. Insufficient roles for Asians in Cinema, T.V. and Theatre
3. Pay gap for Asian actors compared to white actors,
4. How many of the common stereotypes that we discussed are still seen and expressed in film and TV. today.
5. Highlighting an Individual Artist and their impact on pop culture and elevating Asian culture in some way:
- Director(s)
- Actor(s)
- Playwright(s)/Screenwriter(s)
- Any article or video you feel are relevant to our topic and this assignment that
you can write a reaction to in line with this assignment
Please upload your link with your 2-3 page reaction paper. (double space / MLA format)
.
ASIAN CASE RESEARCH JOURNAL, VOL. 23, ISSUE 1, 153–191 (2019).docxrandymartin91030
ASIAN CASE RESEARCH JOURNAL, VOL. 23, ISSUE 1, 153–191 (2019)
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sity, Professor Sherriff T. K.
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University of Finance and
Economics, as a basis for
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dence to Dr. Ivy S. N. Chen,
Department of Management
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Polytechnic University, Hung
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E-mail: [email protected]
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Asian Americans had been excluded from entering the U.S. for more th.docxrandymartin91030
Asian Americans had been excluded from entering the U.S. for more than half a century through the litany of anti-Asian immigration legislation passed in the years (1882, 1917, 1924, 1934) leading up to WWII. How did the 1965 Immigration Act (Hart-Cellar Act) change this situation? Why have so many well-educated Asians immigrated into the U.S. after the passage of this act? To what extent will Asian immigrants continue to enter the U.S. in the 21
st
century? Drawing upon evidence presented in the course reading (Fong's chapter), make a case that Asian immigrants will continue to come in a steady pace to the U.S., or slow down significantly, or halt altogether.
.
Asia; Opera and Society and a DilemmaPlease respond to t.docxrandymartin91030
Asia; Opera and Society and a Dilemma
Please respond to the following,
using sources under the Explore heading
as the basis of your response.
Describe two (2) examples of how either black slaves or white abolitionists used literature or the visual arts as a form of protest against slavery. Compare this to a modern example of art used for social protest.
.
Ashry 1Nedal AshryProf. GuzikENGL 301B15 February 20.docxrandymartin91030
Ashry 1
Nedal Ashry
Prof. Guzik
ENGL 301B
15 February 2020
Education and Technology
The benefits of technology cannot be denied in how they help students getting their work done both in and outside of the classroom. Technology also saves students time by helping them submit their work when it’s due. Even with these great benefits, using screen-based-devices can distract students from staying focused. Handwriting notes is more efficient than typing it because the notes will be more specific. In this essay, I will discuss the benefits of screen-based-devices in education and their disadvantages. I will discuss a potential policy which California State University Long Beach should adopt in order to prevent students from multitasking and staying focused on getting one task done at a time. Administrators and instructors should develop ways to help students stay engaged in class by providing them with a productive environment for learning with the use of screen-based-devices.
Students who try to multitask can’t get things done in a timely manner since their brain can’t process two different things at the same time. According to Dr. Adam Gazzaley, who is a neuroscientist at the University of San Francisco, the prefrontal cortex faces challenges when the brain tries to process multiple tasks at the same time. Studies show that the brain works in harmony with the prefrontal cortex when one task is being accomplished. However, as soon as students start multitasking, the right hemisphere and left hemisphere of the brain are forced to work independently which stops them from getting things done on time. However, if they focus on doing schoolwork or taking notes individually from start to finish, they won’t be worried or concerned about checking their devices. In order for the prefrontal cortex to process things in harmony with the rest of the brain, students should minimize the use of screen-based-devices while they are in class or doing homework so that they can get tasks done on a timely manner.
Another disadvantage about screen-based-devices is the ability to retain information during lectures. Students spend the entire class time taking notes on their electronic devices without paying full attention to the material being taught. I have experienced this issue myself when I would be taking notes during class, and when I went home to study. I had a hard time understanding my notes because I didn’t spend as much time paying attention during class. With some professors drawing diagrams or not having uniform notes, I would not be able to copy down the information on my screen-based-device as quickly or in a manner that would make as much sense as what the professor wrote on the board. I also would get distracted as soon as I received a notification from either Facebook, Twitter or when I receive an important email. I would often find myself switching from one screen to another and oftentimes forget that I am in class. It came to a point where I prefer.
Ashford Graduate Intro Week Six Discussion Two 2 Examples.docxrandymartin91030
Ashford Graduate Intro Week Six Discussion Two: 2 Examples
Example One:
The purpose of this discussion is to compare and contrast a popular mainstream article
on cyber bullying with an article on the same topic in peer-reviewed scientific literature.
Cyber bullying is certainly a very important issue in the modern world, where we are, in
many ways, more connected and able to interact with each other technologically than ever
before. With the overall volume of social networking among youths and adolescents up, the
dangers posed by online abuse and bullying has come to the forefront in public awareness
and has become a topic often discussed in the mass media. With multiple high profile cases
of adolescents committing suicide as a result of constant cyber bullying, it is clear that the
issue is a serious one with deep psychological effects.
The two articles used in this discussion are a USA Today article by Robin Erb, entitled
Social-media abuse rampant in middle, high school, and an entry from a 2013 edition of
the Journal of Youth and Adolescence entitled, Cyber bullying and internalizing
difficulties: Above and beyond the impact of traditional form of bullying.
The most striking difference between the two articles can be found in the use of
language. The USA Today article is well-written, but it is done so in a manner that is
clearly intended to be easily consumable for both parents and potential young readers. The
scholarly article, naturally, is much more matter-of-fact and is clearly not designed for the
casual reader, void of the colorful language and first-person accounts heavily featured in
Erb’s piece. For instance, terms such as “throwing shade” are mentioned, and one quote
reads, “teenagers have these squishy little half-formed brains” (Erb, 2015). This use of
casual language is not brought up to belittle the article in any way, because it actually is
written in a way in which the average reader is much more likely to read the article to its
completion and also more likely to understand the content once they are finished than is the
more complex journal entry. However, for someone who is truly interested in the topic and
wants to explore it more fully, the journal entry provides a much deeper insight into the
psychological effects of cyber bullying and how those psychological effects correlate with
real-world consequences. It also brings up a few factors and concepts that are not openly
discussed in the USA Today article, such as the fact that evidence shows that “students
who are cyber victimized are less likely to report or seek help than teens who were
victimized by more traditional means” (Bonnano & Hymel, 2013, p. 695).
Perhaps the most important commonality between these two articles, besides the overall
topic itself, is the intent of the work. While the information is disseminated in a very
different manner, the overall message may be the same. Both articles are meant to bring .
Ashford 6 - Week 5 - Final ProjectFinal ProjectImagine that you.docxrandymartin91030
Ashford 6: - Week 5 - Final Project
Final Project
Imagine that you work for a health department and have been asked to make a presentation to a group of health care professionals on the role and responsibilities of community and public health.
After reviewing the materials throughout the course and based on what you have learned, create a PowerPoint presentation of at least six slides that covers the following topics:
Describe the role of community and public health in the well-being of populations.
Describe the public health organizational structure.
Examine the legal and ethical dimensions of public and community health services.
Analyze funding of public and community health services.
Discuss the role of communication in community and public health programs.
Creating the Final
The Final Presentation:
Must be created using a screencast program such as Jing, Screencast-O-Matic, Screenr, or other audio/video program.
Must be a minimum of six PowerPoint slides in length (excluding title and reference slide), and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title slide with the following:
Title of presentation
Student’s name
Course name and number
Instructor’s name
Date submitted
Must include a succinct thesis that is presented on the opening slide.
Must address the topics with critical thought.
Must use at least four scholarly sources (not including the course text), including a minimum of two from academic journals found in the Ashford University Library. Other sources should be obtained from appropriate epidemiological information.
Must document all sources in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference slide, formatted according to APA style as outlined in the Ashford Writing Center.
.
ASD Services ResourcesAutism ResourcesFlorida Department of H.docxrandymartin91030
ASD Services Resources
Autism Resources/Florida Department of Health (www.floridahealth.gov.)
American Autism Association (www.myautism.org.)
Bloom Autism Services. ABA Therapy in South Florida (www.inbloomautims.com.
National Autism Association (https://nationalautimsassociation.org.)
Miami Dade County Autism Support Groups.
South Florida/Autism Speaks (www.autismspeaks.org.)
CAP4Kids Miami. Special Needs/Autism (https://cap4kids.org.)
The Autism Society of Miami Dade (www.ese.dadeschools.net.)
University of Miami Center for Autism and Related Disabilities (CARD)
Family Life Broward and Miami Dade. Miami Dade Special Needs Resources and Activities Guide (2019). (https://southfloridafamilylife.com.)
Running head: HIGHER EDUCATION 2
HIGHER EDUCATION 2
The Morrill Land-Grant Acts, Title V, Gratz v. Bollinger, and Grutter v. Bollinger
Student’s Name
Course Code
Institution Affiliation
Date
The Morrill Land-Grant Acts had the most significant positive impact on students' access to higher education. This is because this act made it possible for the new states in the west to put up colleges for their students. The institutions that were established gave a chance to a lot of farmers and other working-class people who could not previously access higher education. Since the land was the most readily available resource, it was given for these states to establish colleges. According to Christy (2017), even though some individuals misused the earnings from those lands, the Morrill land-grant Act gave the foundation of a national system of state colleges and universities. Finances from the lands even helped existing institutions, helped build new institutions, and other states were able to charter new schools.
Grutter v. Bollinger & Gratz v. Bollinger had the most influence in shaping how higher education institutions recruit and retain students from diverse backgrounds. This is because this ruling recognizes the benefits of diversity in education and validates any reasonable means which can be used to achieve that diversity. The verdict is even supported by a lot of studies which show that student body diversity promotes learning outcomes, and 'better prepares students for an increasingly diverse workforce and society…'" (The Civil Rights Project, 2010). Grutter vs. Bollinger laid a foundation for the diversity we see today in universities and colleges. Garces (2012) asserts that in our current world, which is diverse, access to higher education is what determines our legitimacy and strength. This all has been made possible by the Grutter v. Bollinger & Gratz v. Bollinger. The ruling helped break down stereotypes and for students to understand others from different races.
References
Christy, R. D. (2017). A century of service: Land-grant colleges and universities, 1890-1990. Routledge.
Garces, L. M. (2012). Necessary but not sufficient: The impact of Grutter v. Bollinger on student of color enrollment in graduate and profess.
ASCI 615
Aviation/Aerospace Accident
Investigation and Analysis
Data Collection Part II
Overview
• Records Review
• Electronic Evidence
CVR
FDR
ATC data
Weather
Aircraft Records
Crew Records
• Accident Photography
• Witness Interviews
Records Review
• Records are not as glamorous as wreckage, but may
tell a large part of the story. Personnel training and
qualification, aircraft maintenance and modification,
and company policies and procedures all help build a
picture of the operation prior to the accident
• Operations Specialist –
Gather personnel, medical, and training records of aircrew
involved.
Get copies of operating procedures, flying schedules, and
training procedures from the owner/operator.
Records Review (Cont.)
• Maintenance Specialists –
Gather aircraft, engine, appliance, maintenance, servicing, and overhaul
records.
Gather personnel and training records for maintainers involved with the
accident aircraft.
Gather records on maintenance procedures, policies, and training.
Gather the same records for any organization that did outsourced
maintenance.
• Air Traffic Control Specialist –
Gather copies of all ATC voice and radar tapes.
Gather copies of local ATC policies and procedures.
Gather personnel and training records of local ATC personnel if
involvement in the accident is suspected.
Records Review (Cont.)
• Human Factors Specialist –
Gather and analyze crew issues including medical records,
schedule, crew rest, off-duty activities, nutrition, hydration,
etc.
May involve interviews with family members to establish
activities leading up to the aircraft.
Research previous work done on human-machine interface
and ergonomics in the aircraft.
• Weather Specialist – FAA requires special weather
observation to be taken at the time of the accident.
Gather this as well as weather forecast provided to
the aircrew.
Records Review (Cont.)
• Survival Specialist –
Gather information from first responders and rescue
personnel on condition and location of survivors, condition
and location of casualties, and type and severity of injuries.
Gather emergency response procedures and established
plans (E.g., Airport Emergency Plan)
Gather data “CREEP” data (covered in a later module)
Gather information from operator on assigned seat location
for each individual on the aircraft, both crew and
passengers.
Records Analysis
• Personnel records (crew and maintenance) –
Look for the obvious first: medical problems, training deficiencies,
qualification issues, personal problems.
Analyze training received and adequacy of training for the job
Analyze currency of training
Make sure the people involved were trained, qualified, and
current to be doing the job they were doing for both crew and
maintenance
Make sure the people involved were capable of doing wha.
ASCM 631 – Integrative Supply Chain Management – Midterm Examination
Multiple Choice Questions. Choose the one alternative that best answers the question. 2 points each.
1)
Successful supply chain management requires which of the following decision phases?
1)
_______
A)
Supply chain strategy/design
B)
Supply chain operation
C)
Supply chain planning
D)
all of the above
E)
A and B only
2)
Supply chain surplus involves what two parts?
2)
_______
A)
Reliable transportation and supply chain cost
B)
Manufacturing cost and selling price
C)
Customer value and high quality products
D)
Customer value and supply chain cost
3)
Successful supply chain management requires many decisions relating to the flow of information, product, and funds. These decisions fall into three categories or phases. Which of the following is NOT one of these categories?
3)
_______
A)
Supply Chain Strategy and Design
B)
Supply Chain Operation
C)
Supply Chain Alliances
D)
Supply Chain Planning
4)
Customer arrival refers to
4)
_______
A)
the customer informing the retailer of what they want to purchase and the retailer allocating product to the customer.
B)
the process where product is prepared and sent to the customer.
C)
the process where the customer receives the product and takes ownership.
D)
the point in time when the customer has access to choices and makes a decision regarding a purchase.
E)
none of the above
5)
Which of the following is not a process in the customer order cycle?
5)
_______
A)
Customer order fulfillment
B)
Customer arrival
C)
Customer order receiving
D)
Customer order entry
E)
All are processes in the customer order cycle.
6)
Supply chain responsiveness includes the ability to do which of the following?
6)
_______
A)
Handle supply uncertainty
B)
Match supply chain responsiveness with the implied uncertainty of demand
C)
Ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness
D)
Understand customers and supply chain uncertainty
E)
none of the above
7)
The key weakness of the ________ view is that different functions within a firm may have conflicting objectives.
7)
_______
A)
Intrafunctional scope
B)
Intercompany scope
C)
Intraoperation scope
D)
Interfunctional scope
8)
Supply chain responsiveness includes the ability to do which of the following?
8)
_______
A)
Meet short lead times
B)
Ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness
C)
Match supply chain responsiveness with the implied uncertainty of demand
D)
Understand customers and supply chain
E)
all of the above
9)
A supply chain strategy involves decisions regarding all of the following except
9)
_______
A)
operating facilities.
B)
transportation.
C)
inventory.
D)
information flows.
E)
new product development.
10)
Pricing directly affects revenues but.
asapnursingProvide a Topic of Health Promotion Paper for App.docxrandymartin91030
asap
nursing
Provide a Topic of Health Promotion Paper for Approval
Health Topic
1. Describe a single health promotion/disease prevention problem from the Healthy People 2020 Objectives Introduction to population or problem. Describe incidence, prevalence, epidemiology, cost burden etc.,
2. Description of specific population, program or organization Discuss how the policy is intended for a specific population, program or organization.
3. Specific legislators involved Identify and discuss specific legislators involved in the policy development and policy, practice and outcomes.
4. Discuss how the policy influences clinical practice and is used to promote best outcomes. Policy, practice and the inter-professional team. Examine how the policy can be used by the inter-professional team to ensure coordinated.
Use of primary sources and evidence that is not older than 5 years. Writing, grammar and APA application Scholarly grammar, use of APA 6th edition.
.
Asap Essay Need, it needs to be 4-5pages long. I really want to get .docxrandymartin91030
Asap Essay Need, it needs to be 4-5pages long. I really want to get A+.... Please help...... NO PLAGIARISM...OR SPELLING MISTAKES..... IF FOUND YOU WILL BE IN TROUBLE........
Topic--There are probably a few things that have changed since you were in high school. Write an essay that might seve as a call to action.What would you change about high school systems in general and specially.
Please make sure that there is good introduction.. good attention in the intro... good transition... and there better be thesis....
Make sure there is a thesis...
Plagiarism
is the "wrongful appropriation" and "purloining and publication" of another
author
's "language, thoughts, ideas, or expressions," and the representation of them as one's own
original work
.
[1]
[2]
The idea remains problematic with unclear definitions and unclear rules.
[3]
[4]
[5]
[6]
The modern concept of plagiarism as
immoral
and
originality
as an
ideal
emerged in Europe only in the 18th century, particularly with the
Romantic movement
.
DO IT RIGHT OR MONEY BACK...
.
ASB 100Spring 2019Writing Assignment 3In this assignme.docxrandymartin91030
ASB 100
Spring 2019
Writing Assignment 3
In this assignment, you must select a topic, condition, or problem related to ‘water, sanitation, and hygiene’ or climate change that you consider to be a global health priority. This priority needs to be specific rather than a general concept such as ‘climate change.’
After describing the issue and justifying why it is a priority, design a health intervention to address the issue. The intervention must include at least two components: an educational component (e.g. dealing with beliefs and behavior); and an infrastructure or policy component (for example new construction, policy to limit emissions, etc.). For each component, state what you would do as well, why and how your intervention would have an effect, and how you would measure success (e.g. increasing handwashing rates).
You are encouraged to use visuals to help explain your intervention or to provide examples of your interventions. If you use images from the internet, please provide the website where you found the image.
Make sure that you address the ‘who, what, where, when, and why’ issues in both your justification as well as your proposed intervention. For example, do you focus on areas that lack access to adequate sanitation versus places where the quality of services may be an issue? Do you focus on areas that are at highest risk of climate change impacts, or areas that contribute the most to greenhouse gases? Do you focus on urban or rural areas? For the educational component, do you provide ads on tv, billboards, or in schools? Do you focus on adults, teenagers, or children? Do you propose policy at the global or national level?
You must include at least one unique source for each section of the proposal (justification, education/behavior, infrastructure/policy). You may use the same author or institution for each section (such as the World Health Organization), but the documents must be unique for each part. Please make sure that you identify the source of any information you use by using in-text citations (e.g. the WHO (2016) states…), and well as identifying any direct quotations with quotation marks (“”).
Topic:
Justification: (approximately 200 words)
Educational / Behavioral Component: (approximately 300-400 words)
Infrastructure / Policy Component: (approximately 300-400 words)
Citations:
· Ulrich, D. & Smallwood, N. 2004. Capitalizing on capabilities. Harvard Business Review, 82(6):119-127 (C)
· Porter, M. E. (2001). The value chain and competitive advantage. Understanding business processes, Chapter 5, pp. 50-59. The reading is available online at the following link.
· https://books.google.com/books?hl=en&lr=&id=lNEl9R4MWawC&oi=fnd&pg=PT54&dq=porter+value+chain&ots=XCm72AmYMJ&sig=gYW0LThqprzbiDfB1NNnPxIEKA8#v=onepage&q=porter%20value%20chain&f=false
· Porter’s Value Chain Analysis: https://www.toolshero.com/management/value-chain-analysis-porter/
www.hbr.org
A R T I C L E
H B R S
P.
asapnursingHealth policy unfolds daily and drives clinical p.docxrandymartin91030
asap
nursing
Health policy unfolds daily and drives clinical practice in the US. The student will investigate current policies or legislation underway for a specific health-related issue. The Student will develop a scholarly APA formatted supported by evidence. The rubric:
1. Introduction to population or problem (incidence, prevalence, epidemiology, cost burden etc)
2. Description of how the policy is intended for a specific population, program or organization
3. Specific legislators involved in the policy development and dissemination
4. Identify the role of the APRN in assisting with the policy or refuting the policy – this requires the evidence to support opinion, ideas and/or concepts.
5. Discuss how the policy influences clinical practice and is used to promote best outcomes
6. Examine how the policy can be used by the interprofessional team to ensure coordinated and comprehensive care for the specific population
7. Conclusion – summarize findings
8. APA format – use of primary peer-reviewed references as much as possible
.
Asam100bbXinyu ShangReading journal week1In the article Im.docxrandymartin91030
Asam100bb
Xinyu Shang
Reading journal week1
In the article Immigration and Livelihood, 1840s to 1930s, the key reason why the Asians moved to the United States was to look for jobs. The Asians were desperate for jobs and were ready to work even if they received low salaries. On the other hand, their employers loved the situation since they made a lot of profits. The first Asians to enter the United States made it through the Manila galleon trade. “An act for the governance of masters and servants” (Chan, 1991 p25). However, other communities felt as if the Asians brought competition, which could result in a reduction of job opportunities. Some of these were the Euro-Americans employees who saw the Asians as their competitors. Others were the nativists for all levels who were aggressive to them since they stopped them for restless reasons to prevent their coming.
Azuma Introduction tells that people who were born in Japan and later on shifted to America for studies had the right to express their views without any restrictions. Both the Tateishi and the Hoashi had not gotten a chance to become leaders in the Japenese colonist community, and they were not even recognized in America. “East is West West is East” (Azuma, 2005 p9). However, their routes were not highly valued compared to their expressions, especially during their times. These two communities had the capability of offering their shared predicament comprehensibly in public. Linking with the article on Mercantilists, Colonialists, and Laborers, the dilemma of these communities living through the claimed the separation for the East-West separation and linked binaries. The article also concentrates on the global history of Japanese immigrants and the procedure of creating the racial process. Additionally, the collective impacts of the organizational and figurative regulators control the experience of a marginal group that was viewed as a racial project.Chapter one talks about theoretical groups and how they are confusing. There was considerable confusion on whether the Japanese who relocated to the United States were there to colonize the U.S, or they had just come as immigrants. “Going to America” (Azuma, 2005 p23). The difficulty categorized the historical course of Japanese relocation to the United States as a varied nature of the early Issue community. It is clear that later on, after the Japanese had shifted to the United States, they implemented their capitalist economy, which brought more confusion concerning the issue of immigration and colonization. Therefore, this was one of the intercontinental histories of Japanese immigration in the American West, which brought about the contradiction issue.
On the Takaki talks about how the Chinese moved to one of the cities in the United States known as California. It happened to be a movement that had been formed by several people from various nations. These were inclusive of the Korean, Chinese, Filipino, and Japanese. “Cheap .
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Pick 4 topics and discusstalk about the topics. No plagiarism wi.docx
1. Pick 4 topics and discuss/talk about the topics. No plagiarism
will use checker tool. Due in 24 hours. Please highlight each
topic. Word count 100 words each topic no less. Please put what
chapter it is on. Please no repeating in sentences and make it
easy to read and understand.
Chapter objectives
This chapter is about how to gain insight into customers’
expectations and
perceptions to create satisfi ed customers.
● What is customer satisfaction?
● What infl uences expectations and perceptions?
● How can expectations and perceptions be ‘managed’?
● How can service quality be operationalised?
● How can managers capture customers’ expectations?
● How can a service be specifi ed?
Chapter 5
Managing customer
expectations and
perceptions
Just as service can be seen from two perspectives, service
provided and service received
(see Chapter 1 ), the quality of the service (service quality) can
also be defi ned from these
two perspectives, as operational service quality and customer
perceived quality. Operational
service quality is the operation’s assessment of how well the
service was delivered to its
specifi cation. Customer perceived quality is the customer’s
judgement of (satisfaction with)
the quality of the service: their experience, the quality of the
‘products’ and the perceived
3. do not fall into wellestablished
patterns because the way the questions are asked does not vary
suffi ciently.
Customer satisfaction is something that can be managed to some
extent by infl uencing
customers’ perceptions and expectations of service delivery.
This demands in-depth understanding
of this subject.
It is no accident that many of those companies that have a
reputation for excellent service
spend time and money listening to customers. Disney, for
example, invented a new term
for the activity of collecting information from customers. It is
called ‘guestology’ – refl ecting
Disney’s approach to treating its visitors as guests rather than
mere ‘customers’.
We also need to consider operational service quality. Operations
managers need to create
a specifi cation for their service which refl ects customer needs
and expectations. In service
organisations this is not straightforward. But let’s start with
perceived service quality –
the customer’s perspective.
5.2 What is customer satisfaction?
In simple terms, satisfaction is the result of customers’ overall
assessment of their perceptions
of the service (the service process, their experiences and
outcomes such as the quality of the
‘products’, the benefi ts obtained and perceived value for
money), compared to their prior
expectations (see Figure 5.1 ). 1
If customers’ perceptions of the service match their
expectations (P=E) then they
should be satisfi ed (or at least satisfi ced). If their perception
of the service exceeds their expectations
(P>E) then they will be more than satisfi ed, even delighted. If
5. do not fall into wellestablished
patterns because the way the questions are asked does not vary
suffi ciently.
Customer satisfaction is something that can be managed to some
extent by infl uencing
customers’ perceptions and expectations of service delivery.
This demands in-depth understanding
of this subject.
It is no accident that many of those companies that have a
reputation for excellent service
spend time and money listening to customers. Disney, for
example, invented a new term
for the activity of collecting information from customers. It is
called ‘guestology’ – refl ecting
Disney’s approach to treating its visitors as guests rather than
mere ‘customers’.
We also need to consider operational service quality. Operations
managers need to create
a specifi cation for their service which refl ects customer needs
and expectations. In service
organisations this is not straightforward. But let’s start with
perceived service quality –
the customer’s perspective.
5.2 What is customer satisfaction?
In simple terms, satisfaction is the result of customers’ overall
assessment of their perceptions
of the service (the service process, their experiences and
outcomes such as the quality of the
‘products’, the benefi ts obtained and perceived value for
money), compared to their prior
expectations (see Figure 5.1 ). 1
If customers’ perceptions of the service match their
expectations (P=E) then they
should be satisfi ed (or at least satisfi ced). If their perception
of the service exceeds their expectations
(P>E) then they will be more than satisfi ed, even delighted. If
7. expectations. An inappropriate
specifi cation or design of the service may be the result of a
poor understanding of customer
expectations by managers. Managers may have not put enough
time and effort into either
specifying the service or getting feedback from customers about
what they feel to be an appropriate
type or level of service. Insuffi cient resources may be the
result of a poor understanding
of market requirements or demand profi les.
These ‘internal’ reasons often stem from a lack of determination
to deliver consistent
standards. Managers frequently report that their organisation
does not take time and trouble
to understand what its customers require and therefore the
service design process is fl awed
from the outset. This fl ows into poor or inappropriate service
design and results in poor resource
utilisation.
Inappropriate expectations may be the result of inappropriate
marketing, promises made
by the organisation that cannot be delivered, or inappropriate
word-of-mouth referrals or
organisational image, which may be a result of poor service
experiences in the past. Also, there
Figure 5.2 The satisfaction continuum
Satisfied
Dissatisfied
Delighted
0
+5
–5
P=E
P>E
P<E
Figure 5.3 Simplifi ed gap model
9. perceived service quality is extremely
useful in focusing on the outcome of customer satisfaction and
helps identify mismatches
between operational and customer views of quality, it does have
some downsides: 4
● Service could be perceived to be ‘good’ when it is ‘bad’ . If
customer expectations are particularly
low (and indeed may have been deliberately created that way),
poor operational
service quality may be perceived as highly satisfying because
expectations have been exceeded.
This may look like a reasonable state, but it is clearly one that
makes for-profi t
organisations vulnerable to competitive threat from higher-
quality providers, or may lead
to government ‘interference’ in public sector organisations.
● Service could be perceived to be ‘bad’ when it is ‘good’ .
Likewise, it is also possible that if
expectations are high, due to over-promising, for example, then
a good operational service
may be seen as inadequate.
● Service that was ‘good’ last time may only be ‘OK’ this time .
If a service was perceived to have
been ‘good’ then the customers’ expectations may be raised for
next time; thus they may
well be less satisfi ed on subsequent occasions, despite the fact
that the operational quality
of the service has remained unchanged. This is a problem
encountered by Disney. Visitors’
fi rst encounter with the Magic Kingdom is often so good, much
better than expected, that
subsequent visits are sometimes reported to be poorer in
quality, i.e. less satisfactory.
● Satisfi ed customers may switch . Even though a particular
service may meet customers’ expectations
and customers are satisfi ed, customers may still switch
11. loyal. Avis Rent A Car tracks likelihood to repurchase
alongside customer satisfaction.
The company has developed a ‘customer satisfaction balance
sheet’, estimating the cost to
the company in lost sales as a result of poor service.
These issues reinforce the need to link closely the creation of
expectations in the minds of
customers with the capabilities of the service process i.e. to
communicate messages to set appropriate
expectations and design and deliver service to meet them and
manage them during
the service process.
5.2.3 Confi dence
Before we spend time developing the notion of customer
satisfaction through a better understanding
of customer expectations and the formation of perceptions, we
would like to
introduce the related but distinct notion of customer confi
dence.
Whereas satisfaction is an assessment by the customer following
a service experience, confi
dence, or the lack of it, does not require previous experience or
contact with the organisation.
5 This is an important notion for all organisations, and
especially those with which
people may have no or little contact, for example, social
services, police, fi re services, coroners’
courts, hospitals, local schools and legal services.
Confi dence is about having belief, trust or faith in an
organisation, its staff and services.
Our feeling of confi dence in organisations such as the police
will not only affect our feeling of
well-being and our quality of life but importantly it may well
infl uence how we interact with
that organisation, i.e. our predisposition towards it. If we feel
confi dent in the local police
12. service, for example, we may, when caught for a minor offence,
be more willing to co-operate
with the police. Furthermore, if we feel confi dent in the police
we may be more willing to
provide assistance as a witness at an incident, or provide
information about suspicious events,
or even support offi cers attending incidents (or at least not
make their jobs more diffi cult).
All of this helps to improve the performance of the police
service itself. Confi dence may also
affect our willingness to fund the police through local taxation.
For some organisations, understanding and measuring customer
confi dence may be more
appropriate than customer satisfaction. Indeed some people
might argue that customer satisfaction
is a wholly inappropriate measure to be applied to some of the
police service’s customers
(i.e. criminals).
Research has shown that our confi dence pre-service, i.e. before
we receive any service, is
infl uenced primarily by three things over which the
organisation may have very limited control
or infl uence: 6
● personal beliefs (beliefs held by the individual about that
organisation)
● media (for example television (news or even drama) coverage
of the organisation)
● word-of-mouth (the communicated experiences of others)
and three things that organisations have control and infl uence
over:
● visibility of the organisation, its services and its employees
● familiarity with the organisation’s employees, services or
abilities
● communication ( knowledge of the service and its abilities).
By managing these factors, organisations can have an important
impact on their potential
14. A service received is what we each, individually, perceive it to
be. For example, if a customer
has had a privileged background and is used to being looked
after, their experience of a highclass
restaurant may well be quite different to someone from a more
humble background (or
a different country). While the privileged person may
experience and perceive attentive staff
and appreciate well-laid tables, the other person may fi nd the
staff obsequious and overbearing,
and the number of knives and forks confusing, even anxiety-
making.
In service (and indeed in business and life situations) we may fi
lter our experiences even more:
● Selective fi ltering . We tend to only notice what is relevant
to current needs and ‘ignore’
other parts of the experience. The ‘privileged’ person may
notice a mark on the tablecloth
and complain, the other person may not even notice it.
● Selective distortion . We tend to modify and seek information
that supports personal beliefs
and prejudices. The European visiting an American restaurant
may well notice the size of
the portions being served, confi rming their personal prejudices
about Americans.
● Selective retention . We tend to remember only those things
that are relevant to our needs
and beliefs. After a restaurant meal, some diners may remember
and talk about the quality
of the food, others the state of the toilets and others the
attentive, or good looking, staff.
5.3.2 Expectations
Our expectations of a service will lie somewhere on a range, or
continuum, between ideal and
intolerable (see Figure 5.4 ). An intolerable train journey may
be one that arrives very late,
17. and their emotional commitment
to the service. 12 For example, students who are highly
engaged, committed to, and paying for, a
particular programme of study may well be sensitive towards
the level of tuition provided, the
quality of the materials delivered, the support provided for
additional work and the quality of
marking for example, and raise issues and concerns when things
are not felt to be right. Less
committed and involved students may be willing to accept
almost whatever happens.
Fuzzy expectations
In some instances customers’ expectations may be somewhat
unclear and they may not be
certain what they expect from a service provider, although they
may have quite clear views
about what is unacceptable. Such vague ideas about what is
required have been called ‘fuzzy’
expectations. 13 Expectations, as a whole, are seldom fuzzy but
they usually include elements
which are more or less fuzzy. In some cases these expectations
may be implicit and are not
actively or consciously thought about by customers, but they
may become explicit when expectations
are either not met or exceeded.
Whether customers’ expectations are fuzzy or crystal clear,
operations managers have to be
certain about the expectations they are trying to meet. They
need to understand them, defi ne
them and then specify them to ensure that what they deliver
meets that specifi cation (operational
service quality – see Section 5.7 ). In many cases this will
require providing guidance to
customer-facing staff to encourage them to ask questions to
clarify the real needs of the customer,
rather than to assume that what they are being asked for is
18. actually what is required. Customers
are often afraid of looking silly in front of other people (both
customers and staff), and
may ask for something quite inappropriate, leading to eventual
dissatisfaction and defection.
In effect, service operations managers need to revisit the service
concept ( Chapter 3 ) to
identify possible gaps between what is in the mind of the
customer and what is in the mind
of the service provider.
Infl uencing expectations
The positioning of our expectations on the continuum between
intolerable and ideal will be
infl uenced by many things (see Figure 5.6 ). Our expectations
about a train journey might be
infl uenced by our previous experiences and the price we are
paying, for example.
● Price often has a large infl uence on expectations. The higher
the price, the higher up the
continuum towards ideal are customers’ expectations.
Expectations of a customer fl ying
Figure 5.6 Expectations – key infl uences
Price
Alternatives available
Marketing
Word of mouth
Previous experience
Customer’s mood/attitude
Confidence
Ideal
Intolerable
More than
acceptable
Acceptable
Unacceptable
Expectations
20. ● Previous experience will help shape expectations, as prior
knowledge not only makes them
clearer and sharper but allows customers more accurately to
position them on the scale. Previous
experience also acts as a moderator on marketing information
either from the organisation
or from word-of-mouth. It is important to note that previous
experience may not be of the
service provider in question but may be of other service
providers. Our expectations for how we
will be treated when we ring up our electricity supplier with a
query will be infl uenced by our
experiences with other contact centres, such as other utilities,
retailers or fi nancial services. This
aspect is often forgotten by service organisations that continue
to think that because they are as
good as any other organisation in their sector, this is good
enough. This is clearly not true.
● Customers’ mood and attitude can affect their expectations.
Someone in a bad mood or with
a poor attitude to an organisation may have heightened
expectations; someone less concerned
and more tolerant may have a wider zone of tolerance and thus a
wider range of expectations.
● Confi dence about an organisation, even before we have used
an organisation, will also
infl uence our expectations. If we have confi dence in our
child’s new school because of its
reputation, for example, we may have a higher set of
expectations as to how we and our
child will be treated.
Expectations are dynamic. They are not fi xed on a continuum
between intolerable and
ideal. They will change over time and indeed during the service
itself. Customers are continually
experiencing many service situations and consuming services.
22. Secondly, the operation has an opportunity to infl uence and
shape customer expectations
during the early stages of a service process. Careful attention to
the design of the fi rst few
steps of the service and the clues and messages (see Chapter 7 )
is required to help set the
right expectations. For example, the customer entering a
restaurant sees the way that it
is set out and will draw conclusions about the level of service
provided. If the tables and
chairs are functional and there are no tablecloths or decorations,
customers will be more
prepared to expect simpler service than if they go into one with
comfortable seats, tablecloths
and ornate decorations.
5.4.2 Managing perceptions
Managing customer perceived quality during the service process
is a dynamic activity. 14 Figure
5.7 combines Figures 5.2 , 5.4 and 5.5 earlier (the levels of
expectations and zone of tolerance,
and one of the outcomes of a service – the level of satisfaction
and dissatisfaction), and
shows how expectations give way to a perception of satisfaction
during the service process
and the customer’s experience of it. 15 The fi gure shows the
zone of tolerance extending from
expectations through the process/experience to the level of
satisfaction.
Peak, beginning and end experiences
It is important to note that overall satisfaction may not be the
average of the customer’s
perception of satisfaction with the various stages of the service
process. Research has shown
that satisfaction is heavily infl uenced by how the experiences
felt when they were at their peak
(best or worst) and how they felt when they ended, sometimes
24. important. These can set customers’
expectations and create a good initial impression. Arriving at a
hotel’s reception where the
customer is dealt with quickly and pleasantly, the forms are
prefi lled, only needing a signature,
and a glass of champagne is offered, can lower the zone of
tolerance so that following
satisfactory stages may be perceived as excellent. We can use
the zone of tolerance to illustrate
some of these impacts.
Figure 5.7 depicts something similar to a control chart (see also
Chapter 9 ), which managers
can use fi rst to identify customer expectations – what is
acceptable, less than acceptable
and more than acceptable (see Sections 5.5 and 5.6 ) – and then
to assess the impact of each
stage (touch point) or transaction during the service
process/experience. This helps managers
understand how they can design their service to include the
appropriate interventions at appropriate
times to achieve the desired level of satisfaction.
A number of suggestions have been made about the use of this
model. 17 Take, for example,
a patient with an appointment to see a doctor for a routine
medical examination. We might
consider there to be seven stages (touch points) in the
customer’s journey:
1 Arrival at the clinic
2 Reception
3 Waiting for the doctor
4 Introduction to the examination by the doctor
5 Examination
6 Discussion of fi ndings
7 Departure.
Expectations may have been managed (infl uenced) by the
medical practice through its code
25. of conduct, for example, which informs patients that they
should have to wait no longer than
ten minutes to see the doctor, that they will be treated with care
and consideration, and that
all medical facts will be explained to them in a meaningful way
(see Figure 5.8 ).
A number of outcomes are possible:
● Performance within the zone of tolerance results in
satisfaction. Providing the customer’s
perceptions of the transactions are not greater or less than
acceptable, the
Figure 5.8 Managing perceptions at a clinic
Source: Adapted from Johnston, Robert (1995), ‘The Zone of
Tolerance: Exploring the Relationship between Service
Transactions
and Satisfaction with the Overall Service’, International Journal
of Service Industry Management 6 (2) 46–61. Reprinted by
permission
of Emerald Group Publishing Limited,
www.emeraldinsight.com/ijsim.htm
+5
0
–5
Delighted
Satisfied
Dissatisfied
Zone of tolerance
~10 mins wait
Consideration
Meaningful explanations
0 mins wait
Recognition
Friendliness
Empathy
15 mins wait
Incorrect diagnosis
27. 14
15
17
16
2
0 mins wait
Recognition
Friendliness
Empathy
~10 mins wait
Consideration
Meaningful explanations
15 mins wait
Incorrect diagnosis
Cold room
EXPECTATIONS PROCESS/EXPERIENCE SATISFACTION
Delighted
Satisfied
Dissatisfied
−5
+5
1 0
2
3
4
5
6
7
Figure 5.10 Using enhancers to delight the customer
Source: Adapted from Johnston, Robert (1995), ‘The Zone of
Tolerance: Exploring the Relationship between Service
Transactions
and Satisfaction with the Overall Service’, International Journal
of Service Industry Management 6 (2) 46–61. Reprinted by
permission
of Emerald Group Publishing Limited,
29. may well lead to dissatisfaction
(see Figure 5.11 ).
● Some dissatisfying and satisfying transactions may be
compensatory. Lack of spaces in the
car park, resulting in a walk of 500 metres in the rain to the
surgery, will count as a dissatisfying
transaction, but a profuse apology from the receptionist coupled
with particularly
caring treatment by the doctor may compensate for the initial
problems (see Figure 5.12 ).
● Several satisfying transactions will be needed to compensate
for a single dissatisfying transaction.
It could be that one dissatisfying transaction will require
compensation by more
than one delighting transaction (as above).
● A failure in one transaction may raise the dissatisfaction
threshold. A dissatisfying experience
may also have the effect of shifting the zone of tolerance
upwards, and/or maybe
Manipulating the width of the zone of tolerance
It would seem sensible for organisations wishing simply to
satisfy their customers to ensure
that there are no problems during the service process (i.e.
failures on hygiene factors – see Section
5.5.2 ). Delighting transactions are unnecessary; the
organisation is more likely to satisfy
customers if their zone of tolerance can be made as wide as
possible by appropriate marketing
of the service.
For organisations seeking to delight their customers, a narrower
zone of tolerance will increase
the likelihood of delighting (and also risk dissatisfying) the
customer. Some delighting transactions
are needed – ideally early in the process – to affect the level
and possibly the width of the
zone of tolerance. A delighting transaction at the end may also
30. serve to put the icing on the cake.
Although a delighting early transaction can have considerable
impact, it has been shown that a
build-up to a strong end-of-process experience results in higher
perceived service quality. 19
Making the intangible tangible
A fi nal method of manipulating service perceptions is by
making the intangible tangible.
In section 5.4.1 on expectations we explained how an
organisation needs to ensure that
early clues in the service process can help set the right
expectations for the customer. Such
clues can also be used to manipulate perceptions (see also
Chapter 7 ). For example, the managers
at the RAC (see Chapter 9 ) recognise the importance of their
patrols looking clean and
tidy and having clean vans. Customers may associate these clues
with professionalism and
capability and thus perceive a more competent repair having
been made to their car.
Such intangible factors are vital to many service experiences,
and customer perceptions
of them can be strengthened simply by trying to make them
tangible at appropriate places
in the service process/experience. The toilet paper folded into a
point in the hotel bathroom
is a tangible representation of less tangible cleanliness and care.
A management consultant’s
cuffl inks/jewellery or well-cut suit/dress and expensive car are
tangible representations of
reliability and professionalism.
5.5 How can service quality be operationalised?
Both operational service quality (see Section 5.7 ) and
perceived service quality can be defi ned
in terms of the quality factors or dimensions of service quality.
These factors enable operations
32. ● Attentiveness/helpfulness . The extent to which the service,
particularly contact staff, either
provide help to the customer or give the impression of being
interested in the customer
and show a willingness to serve.
● Availability . The availability of service process, facilities,
staff and ‘products’ to the customer.
In the case of contact staff this means both the staff/customer
ratio and the amount
of time each staff member has available to spend with each
customer. It also includes both
the quantity and range of services (and ‘products’) available to
the customer.
● Care . The concern, consideration, sympathy and patience
shown to the customer. This
includes the extent to which the customer is put at ease by the
service and made to feel
emotionally (rather than physically) comfortable.
● Cleanliness/tidiness . The cleanliness, neat and tidy
appearance of the inputs to the service
process, including the service environment, facilities,
equipment, the contact staff and even
other customers.
● Comfort . The physical comfort of the service environment
and facilities.
● Commitment . The staff ’s apparent commitment to their
work, including the pride and
satisfaction they apparently take in their job, their diligence and
thoroughness.
● Communication . The ability of service staff to communicate
with customers in a way they
will understand. This includes the clarity, completeness and
accuracy of both verbal and
written information communicated to the customer and the
ability to listen to and understand
the customer.
33. ● Competence . The skill, expertise and professionalism with
which the service is executed.
This includes the carrying out of correct procedures, correct
execution of customer instructions,
the degree of ‘product’ or service knowledge exhibited by
contact staff, the provision
of good, sound advice and the general ability to do a good job.
● Courtesy . The politeness, respect and propriety shown by the
service, usually contact staff,
in dealing with customers and their property. This includes the
ability of staff to be unobtrusive
and uninterfering when appropriate.
● Flexibility . A willingness on the part of the service worker to
amend or alter the nature of
the service to meet the needs of the customer.
● Friendliness . The warmth and personal approachability
(rather than physical approachability)
of the service, particularly of contact staff, including a cheerful
attitude and the
ability to make the customer feel welcome.
Figure 5.15 Eighteen service quality factors
Availability Attentiveness
Aesthetics
Cleanliness
Commitment
Care
Courtesy
Security
Friendliness
Flexibility
Communication
Reliability
Responsiveness
Functionality
Integrity
Competence
35. courtesy, and a feeling of security.
● Outcomes: for example, the functionality and reliability of the
service received.
5.5.2 Hygiene and enhancing factors
Although they will vary from organisation to organisation and
also from customer to customer,
the service quality factors can be divided into four groups.
These groupings are defi ned
in terms of a factor’s ability to dissatisfy and/or delight: see
Figure 5.16 . 22
● Hygiene factors are those that need to be in place: if they are
they will satisfy, if not they
will be a source of dissatisfaction. They are not likely to be a
source of delight. For a bank,
security, integrity and functionality, for example, are expected
to be acceptable; if they are
not acceptable they will dissatisfy. On the other hand, if these
factors are over-specifi ed
they will not delight. A very large number of security checks
will not delight customers;
indeed they could dissatisfy them. Having all cash machines in
perfect working order all of
the time will not delight them either.
● Enhancing factors have the potential to delight if they are
present, but if they are not there
they are not likely to dissatisfy the customer. Customers of a
bank may be delighted with a
warm, caring approach by a member of staff or their fl exibility
in dealing with a problem;
Figure 5.16 Delighting and dissatisfying factors
Source: Adapted from Lockwood, Andrew (1994), ‘Using
Service Incidents to Identify Quality Improvement Points’,
International
Journal of Contemporary Hospitality Management 6 (1/2) 75–
80. Reprinted by permission of Emerald Group Publishing
Limited,
37. We believe that managers should not only be aware of the
expectations of their customers
but should also realise the importance and potential effect of the
various factors (see Case
Example 5.1 ). We need to know which factors will delight and
which will dissatisfy in order to
manage the perception of satisfaction during the service process
(see earlier). How we can fi nd
these factors and identify the enhancers, hygienes and criticals
is explained in the next Section 5.6 .
Figure 5.17 Four types of factors for a bank
Low
Low High
High
Potential to delight
Potential
to
dissatisfy
Hygienes Criticals
Availability
Reliability
Integrity
Functionality
Security
Responsiveness
Communication
Competence
Neutrals Enhancers
Comfort
Aesthetics
Attentiveness
Care
Friendliness
Courtesy
Flexibility
TNT Express, a division of the Dutch company TNT NV, is an
39. UK banks. What is striking is
that the factors with the tendency to dissatisfy (hygienes and
criticals) are systemic and concern
the organisation’s ability to deliver its core services:
functionality, reliability, competence
etc., whereas the factors with a tendency to delight tend to be
the more interpersonal factors,
such as attentiveness, friendliness, courtesy etc.
As MD I spend most of my time working with my management
team trying to provide the direction and
ensuring that everyone understands our strategy. We have been
very successful in this region over the
last few years. This is of course due in no small measure to the
booming economic environment but also
due to our success in ensuring that people at all levels in the
organisation understand what we need to
achieve and what their role is in trying to achieve our goals. It’s
still a tough competitive environment in the
sectors where we work; automotive, high tech, telecoms,
banking and oil, for example. Customers want to
get something from A to B, usually quickly and generally as
cheaply as possible. But things have changed
recently, customers now simply assume that we will deliver on
time and to the right place and that the
service will be good. These are just prerequisites. They now
expect much more. Though price is obviously
important, it’s now very much about how our employees treat
our customers. Our business customers
expect us to treat them like an important customer, to value
their business, and to make them feel special.
They also expect everyone in the business who has contact with
them, whether it’s a customer service
advisor, the person who picks up their parcel or their contact in
our payments offi ce, to be affable, pleasant
and personable, even charming!
Figure 5.18 Delight versus dissatisfaction
41. neutral factor. It simply indicates
that there were no instances of security having been the source
of dissatisfaction or delight.
5.6 How can managers capture customers’ expectations?
The eighteen quality factors provide a base to help us
understand and defi ne customer expectations
(whether for internal or external customers) and defi ne
appropriate levels, i.e. create
the internal operational quality specifi cation. They also help us
to measure customer satisfaction,
which we will cover in Chapter 9 .
5.6.1 Methods to capture customer expectations
There are many different methods available to gather
information about customers’ expectations
of a service. 23 Some quantitative methods, such as
questionnaires and surveys using a
quantitative approach, can be structured around all or some of
the eighteen quality factors
and analysed by each factor. Other, more qualitative,
approaches tend to collect descriptive
data and provide the interpretation of events by customers in
their own words. This creates
more diffi culties in analysis and interpretation in order to
extract meaningful summaries.
Such approaches do, however, have the benefi t of providing
ideas and examples that managers
and employees can use and discuss to better understand and
improve their services.
● Questionnaires and surveys , written or verbal, can be a good
means of soliciting opinions
about an organisation’s services and to identify what customers
fi nd important.
Figure 5.19 shows the results of a questionnaire asking
customers of a hotel (mid-week
guests only) to rate the importance of various aspects of the
service. The staff were also
43. out what attracts customers to
the organisation and indeed why they left. While many
organisations are now conducting
exit interviews, the most successful rely heavily upon the direct
involvement of senior
managers to ensure appropriate access, information and action.
● Complaint/compliment analysis can be undertaken upon
customers’ voluntary contributions,
although they tend to be more negative than positive. They do
provide information
about the extremes of delight and dissatisfaction. Case Example
5.2 explains how
Singapore Airlines makes use of its complaints and
compliments.
● Critical incident technique (CIT) attempts to identify the
things that delight and dissatisfy
customers. Critical incidents are events that contribute to, or
detract from, perceived service
or product performance in a signifi cant way. The CIT
instrument usually comprises
two questions. The fi rst question asks customers to think of a
time when they felt very
pleased and satisfi ed with the service/product received and to
describe, in a few sentences,
the situation and why they felt so happy. The second question
requires customers to think
of a time when they were unhappy and dissatisfi ed with the
service/product they received
and to describe, in a few sentences, why they felt this way.
● Sequential incident analysis combines CIT, walk-through
audits and process mapping (see
Chapters 7 and 8). 24 Customers are ‘walked through’ a pre-
prepared process map of the
service they have recently encountered and asked for their
experiences of each stage or
transaction in the process. This technique identifi es not only
45. recover the customer or the situation, we will also
use it as a learning lesson. If we don’t learn something from a
complaint then we’ve failed. We also take
compliments seriously. Not only do we disseminate them so that
people can share in the success, but we
try to learn things from them too. They can help us understand
what we need to do to excel.
Sim Kay Wee, the senior vice-president responsible for cabin
crew, added:
We do try to deal with problems at the time they arise. If a
problem occurs on board the crew will try to
recover immediately. Any follow-up or written complaint is
overseen by the customer affairs department.
However we do the investigation, we fi nd out precisely what
happened and report to them. We try to do
it personally and quickly.
SIA also produces newsletters for particular groups of staff.
Highpoint, for example, is aimed at keeping
its 8,000 in-fl ight personnel informed about the airline’s latest
offerings and its commitments to passengers.
The newsletter has a regular feature page with about eight or
nine extracts from letters – half compliments
and half complaints. An example of each follows.
An example compliment:
I noticed the service, although in economy class, was
professional and better than any fl ights I have ever
been on. Miss Iris lee was the most hardworking amongst all the
crew. She came round distributing newspapers,
drinks, postcards, playing cards, amenities etc. As a director of
travel and tours, I fl y often and I
have never come across such an outstanding cabin hostess . . .
She loves to fl y and it shows.
An example complaint:
We were sitting close by the galleys and were able to observe
the cabin crew at work throughout the
fl ight, and the impression we gained was that they were unable
46. to cope with a full load of passengers.
There seemed also to be a lack of leadership and organisation –
the cabin crew were rushing back and
forth getting in each other’s way – not the smooth activity
which we have come to expect from Singapore
Airlines.
Higher Ground is a bi-monthly newsletter aimed at the ground
services staff, including ticketing, reservations
and check-in, as well as baggage handling, logistics and
transportation. Higher Ground also contains
extracts from letters, usually two complaints and one
compliment.
An example compliment:
I would like to pen a note of appreciation for the extra help your
staff gave my aged parents when they
took your SQ860 from Singapore to Hong Kong. They were told
at the check-in counter to come back to
see your staff. My brother accordingly brought them to the
counter near the check-in time. Then one of
your staff very kindly brought them into the restricted area,
through immigration and right to the departure
room. This was of great help to them as they do not understand
the signs in English and may have had to
look around or ask around for the direction to the departure
room. Walking extra would also be troublesome
for my mother who is recovering from a stroke. Thank you once
again to your staff for going out of
their way to assist my parents. I am indeed proud of our
national airline.
An example complaint:
On 26 July we fl ew Singapore Airlines. Prior to the
arrangement being made and also a few days before
the actual fl ight, I reiterated the comment that my mother
would require a wheelchair for both embarkation
and disembarkation . . . She had travelled last year by Singapore
Airlines and had no trouble whatsoever.
48. 5.7 How can a service be specified?
Operational service quality is the operation’s assessment of how
well the service was delivered
to its specifi cation, i.e. its conformance to specifi cation (see
Figure 5.20 ). There are a few key
questions we want to cover here, including where the specifi
cation comes from, what it looks
like and how we ensure conformance to it. 25
5.7.1 Where does a specifi cation come from?
A service specifi cation is an extension of the service concept.
The service concept provides a
broad description about the service provided, the customer
experience and its outcomes (see
Chapter 3 ). This in turn should either be based on the needs,
requirements and expectations of
customers, or alternatively have been devised by the
organisation because it believes that there
will be a need or desire for it. The specifi cation then takes the
elements of the concept and identifi
es the quality factors associated with each, details the standards
to be achieved in each and
the organisation’s procedures to ensure conformance to the
standard (operational control).
5.7.2 What does a specifi cation look like?
There will be several quality factors associated with each
element of a service (see Table 5.2 ).
An airline, for example, will have several quality factors
associated with each fl ight, such as
Figure 5.20 Operational service quality – conformance to
specifi cation
Expectations Service
Specification
Perceptions Satisfaction
Conformance to
Service specification
concept
50. two or three interactions with
each passenger. Some of these standards may be set down in
operating manuals or in regulations.
Others may be more tacit and shared through oral instructions,
pictures, or shared
understandings through role-play during training.
5.7.3 How do we ensure conformance to the specifi cation?
Service organisations will have a variety of means of ensuring
conformance for each of these
factors (see Table 5.2 and also Chapters 9 and 11 ). Ensuring
on-time departure will require
co-ordination with ground staff to ensure all passengers’ bags
are loaded promptly, discussions
with air traffi c control to establish clearance on time and
checks for weather problems
to allow for changes in route and increasing average speed to
ensure an on-time arrival. The
airline’s desire for attentive staff will be checked by
supervisors on board providing coaching
to members of staff where necessary. Appropriate recruitment
and training procedures will
also have a role to play in ensuring that staff look after their
passengers well.
5.8 Summary
What is customer satisfaction?
● Satisfaction is the result of customers’ overall assessment of
their perceptions of the service
(the service process, their experiences and outcomes such as the
benefi ts obtained), compared
to their prior expectations.
● If there is a mismatch between perceptions and expectations it
is usually caused by either
a mismatch between expectations and the service and/or a
mismatch between the service
and customer perceptions.
● A related notion is customer confi dence. Confi dence is about
52. experience.
How can service quality be operationalised?
● The service quality factors are those attributes of service
about which customers may have
expectations and which need to be delivered at some specifi ed
level.
● Neutral factors have little effect on satisfaction; hygiene
factors will dissatisfy but not delight;
enhancing factors will delight but not dissatisfy; and critical
factors both dissatisfy
and delight.
How can managers capture customer expectations?
● The eighteen quality factors provide a base to help understand
and define customer
expectations.
● The methods available include questionnaires and surveys,
focus groups, customer advisory
panels, new/lost customer surveys, complaint/compliment
analysis, critical incident
technique and sequential incident analysis.
How can a service be specifi ed?
● A service specifi cation takes the elements of the service
concept and identifi es the quality
factors associated with each, then details the standards to be
achieved in each and the organisation’s
procedures to ensure conformance to the standard.
5.9 Discussion questions
1 What methods are most effective in identifying the infl
uencers of customer satisfaction,
given that some aspects of service may be unconsciously
experienced by customers?
2 For a high-volume/low-variety service (business-to-consumer)
and for a low-volume/
high-variety service (business-to-business or professional
service) identify potential gaps
between customer expectation and customer perception of
54. target area in the government’s Strategy for the Health of the
Nation. The National Health Service (NHS)
Breast Screening Programme aims to reduce mortality from
breast cancer through early identifi cation of the
symptoms, by screening women aged between 47 and 70 every
three years.
The Northern Breast Screening Unit (NBSU) serves some half a
million residents, with an uptake on invitations
for screening of 77 per cent (compared to the national target of
70 per cent and an ‘achievable quality
standard’ of 75 per cent). The NBSU is part of a major hospital
whose mission statement is as follows:
We aim to provide high quality acute and specialist services
which:
● are responsive to customer needs
● use leading edge and effective medical technologies
● are at a cost that compares favourably with the rest of the
NHS
● have motivated and properly trained staff.
To this end the hospital supports a number of quality audit and
improvement initiatives including ISO 9000
and Investors in People. The NBSU employs 32 members of
staff including part-timers. There are four radiologists,
seven full-time radiographers, two breast care nurses, and a
number of receptionists and offi ce
staff. The unit is also supported by several part-time
radiographers and visiting surgeons.
Last year a small patient satisfaction survey was conducted to
obtain information about patient expectations
and perceptions of the service and to identify areas for
improvement. Staff from the different functional
areas were also interviewed in order to identify any gaps
between patient expectations and perceptions and
staff perceptions of the quality of service provided.
Thirty-two patients were interviewed. These included sixteen
patients who had come to the NBSU for