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Quality of service. Unit 9Chapter 4 and 6. Van der AA and Elfring

Mieke de Droog, M.A. 3 May 2011

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Why is it important to have insight in the quality of (public) service?

1.Public money must be spent as good as possible (effective, efficient, qualitative and according to the needs of the society) 2.Good quality of service leads to clients satisfaction3.Insight in the (lack of) quality of service can contribute to improvement of that quality

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What are reasons why management of quality in a service organization

requests a special focus? 1.In the eyes of the customer, the quality is not only determined by the final product but also by the process2.A service can vary from place to place and from employee to employee3.Clients vary in the demands they have and the role they can and want to perform in service.

3Van de AA & Elfring 2003, 50

The client determines the quality

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Quality should be seen as the proportion between what clients (may) expect and what they ultimately experience

Van de AA & Elfring 2003, 50-51

This means that quality begins with the question: What do we know about the expectations and experiences of our clients?

What is the relation of client expectations and (public)service?

What could be criteria of service?

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The 10 quality dimensions of SERVQUAL Zeithaml, Parasuraman & Berry, 1990

1.Tangible aspects The appearance of things like buildings, equipment, personnel and communication materials

2.Reliability The promised service is delivered correctly and accurately

3.Responsivenes The organization helps clients and is immediately ready for them

4.Capability Employees have the requisite knowledge and skills

5.Courtesy Employees are kind and friendly and show respect for clients.

6.Credibility The organization is credible and honest.

7.Safety The service is free of hazards and risks.

8.Accessibility The organization is accessible and contact is made easily.

9.Communication The organization listens to the clients and communicates in understandable language.

10.Understanding The organization studies the client and his needs 1990

What could be criteria of service?

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Importance of the 5 main dimensions of quality

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1.Betrouwbaarheid 1.Reliability (32%)

2.Reactievermogen 2.Responsiveness (22%)

3.Zekerheid 3.Assurance (19%)

4.Invoelend vermogen 4.Empathy (16%)

5.Tastbare aspecten 5.Tangible aspects (11%)

Zeithaml, Parasuraman,& Berry, 1990

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Each model has its limitations. It is important to take that into account. The SERVQUAL model focuses on quality dimensions that are very common in nature. It is therefore important to tune in the research to the type of service.Van de AA & Elfring (2003), Chapter 4

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Scann van blz 10

Table 1.1. The diversity of services Gastelaars, 2009: 10

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Stages Activities in a face-to-face relationship with the clients.Who is doing what, on behalf of the organization?

Behind the scenes from the client perspective, but directly related to the process.Who is doing what; and what is the impact of infra-structure?

Behind the scenes, at some distance from the actual work:Who is doing what?

1. recruitment and marketing

2. selection3.classification4. transformation

5. finalizing the service

Appendix 1, table 1, related to assignment E2 of the course (Gastelaars (2009) Chapter 4. The primary process of service delivery: the routing of the clients

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What does determine the expectations of the client?

1. Word-of-mouth advertising

2. Personal Needs3. Past experiences4. External communication

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Tolerance zone

Acceptable ideal

Tolerance zonelow Expectation of

clientshigh

Zeithaml & Bitner, 2002, van der Aa & Elfring 54

Opzoeken in hfd 4Verwijzen naar student expectations

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Zeithaml & Bitner, 2002, van der Aa & Elfring 56

1. Knowledge of the client

Insufficient market research Poor internal communication

2. Goals and standards. Insufficient commitment to management. No clear quality goals. Too few measurements

3. Quality in practice. Role of employees is not clear Employees experience conflict about their role Employees are not suitable for their function Technologies fall short Way of leadership is weak Insufficient possibility for the staff to maneuver.

(handelingsvrijheid) insufficient cooperation within the organization

4. Expectations generated by the organization

•. Inadequate horizontal communication • Tendency to promise too much

Table 4.3. Problem areas (gaps) and root causes, according to the SERVQUAL model

16Zeithaml & Bitner, 2002, van der Aa & Elfring 57

Table 4.3. Problem areas (gaps) in client centered services

Who is the client? It is unclear who are the clients of the service

What is the profile of the client

The service has insufficient knowledge about the clients or the knowledge is not accessible enough.

Market research There is not enough research into the expectations and experiences of clients

Internal communication

Knowledge that is present in front-office staff about the expectations and experiences of clients is under-utilized.

Complaints The service doesn’t make use of complaints as a source of information and a second chance

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What are some methods to gain insight into the needs and experiences of customers?

1.The survey2. Mystery shopper3. Customers and discount cards4. A review form immediately after completion of the service

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1.Involvement Management doesn’t value the quality; it values other goals more

2.Goals The lack of quality targets within the organization.

3.Measurements The quality is not measured systematically or regularly

Table 4.5. Gaps in the step from client-centered to quality

van der Aa & Elfring 61

19van der Aa & Elfring 61

Dimensions Indicators Goals

1.Tangible aspects

The rapidity with which the tables are cleaned.

Within 4 minutes after guests leave the table is cleaned

2.Reliability The punctuality of departure of trains

At least 91% of all trains leaves on time.

3.Responsiveness The time between notification and the arrival of the road service

The road service arrives at least within 30 minutes at 80% of all notifications

4.Capability Training and experience of the senior adviser.

Senior advisers have a university degree and a minimum of 5 years consultancy experience

5.Courtesy The extent to which clients are satisfied with our mechanics

At least 93% of clients are satisfied with the courtesy of our mechanics.

6.Credibility The extent to which our investment advisers have credibility for our clients

Our clients appreciate the credibility of the investment advisers with at least an 8

7.Safety The number of accidents where a taxi from our company is involved

The number of accidents where a taxi from our company is involved is to diminish this year with 25%

8.Accessibility The fastness with which letters from customers are answered

At least 80% of these letters are answered within 10 days

9.Communication

The number of client complaints about the communication of our staff

This year we are to receive no more than 100 client complaints about the communication

10.Understanding

The number of times a guest of our hotel is asked if everything goes fine.

Each guest is asked at least one time if everything goes fine

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1.Employees The quality of the employees, vagueness about roles, role conflicts, empowerment, satisfaction.

2.Management of processes

The management of critical processes, and process improvement.

3.Technologies Quality of applications of technology and supporting facilities.

4. Culture of the organization

The culture of the organization, the management style and the way of cooperation

Table 4.5. Gaps at quality in practice


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1. It is important to promise the client neither too little nor too much

2. It is important to inform the client about what is going on, what is the cause of the problems and what the organization is doing to solve them.


External communication – management of expectations

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1. Quality is an integral management issue.

2. Quality is not only determined by the final result, but also by the process.

3. Client expectations and client experiences are very important factors in quality.

4. The main reasons for a lack of quality in service are: lack of knowledge about the customer, lack of clear goals, non-compliance with guidelines and specifications and too high expectations by the external communication


Conclusions Chapter 4

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Chapter 6. The client as co-producer (1)

1. The participation of the client is always required.

2. The client is usually present during the service.

3. Front-office: visible for the client / back office: invisible for the client.

4. The extent to which the customer participates in the service varies (see also Gastelaars).

van der Aa & Elfring 88-89

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Chapter 6. The client as co-producer (2)

5. Clients influence the efficiency and quality of service.6. High contact services (Chase, 1981) 7. From the perspective of operations management the production process can be more efficient if the uncertainty by the presence of customers decreases. 8. Customer needs/satisfaction vs efficiency 9. Interface design10. Expectation client (role professional/own role)11. Role technology is growing

van der Aa & Elfring 89-91

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Van der Aa & Elfring distinguish 6 functions of clients in the service

process:

1. contract giver2. co-producer : active role; partial

employee (Schneider & Bowen, 1995)3. ‘marketer’4. quality controller5. innovator6. designer of the culture of the

organization van der Aa & Elfring 92-95

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The behavior of clients is based on three considerations (Schneider & Bowen, 1995):

1. clarity of roles2. competencies of the customer3. motivation of the client


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Instruments derived from the personnel management to promote the participation of the clients:

1. Recruitment2. Information and communication3. Training and facilitation4. Motivation van der Aa & Elfring 97-

100

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Conclusions Chapter 6 (1)1. The client should also be 'managed ‘. 2. The presence of the client may complicate the planning.3. Limiting the role of the customer vs the client as a source of renewal and productivity.4 .Methods to increase the productivity: improve staff quality, efficient investment in capital goods, ICT and making changes in the interaction between providers and clients. van der Aa & Elfring 101

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Conclusions Chapter 6 (2)

5. The success of the customer as co-producer is also dependent on the extent to which the public accepts new roles.6. It is therefore important to strategically choose the different roles that clients can play.7. Instruments from the marketing and human resources could be essential


C. Quality of serviceAnswer the following questions: What are the similarities and differences in the chapters of Van der Aa & Elfring and the chapters of SCP? What dimensions of quality of Van der Aa & Elfring play a role in a specific sector? How is the quality of service in this specific sector presented in the report of SCP? Send this assignment via email to [email protected] and [email protected]

before 15 May 11.00 pm 30

Assignments:

mailto:[email protected]


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Assignments:Reminder I

D3. Make a summary of Chapter 5. Gastelaars (2010), including a word count, in max. 500 words and email this summary to [email protected], [email protected] and [email protected]

before 13 May 2011 4.00 pm

A sufficient grade for these three Reading Assignments (D1, D2, D3) is mandatory in order to obtain your final grade for this module.




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Assignments:Reminder II

Group written assignment (with 3 students)E. Characteristics of an organization E1. Make the assignment about the characteristics of the research organization on the basis of characteristics of Gastelaars (See table 1.1. in chapter 1, on p. 10 of the book).E2. Reconstruct the design of the various stages of the primary process, and try to make sense of the clients’ experiences as well. What are the main changes, which currently play in this organization? Send these assignment via email to [email protected] and [email protected] before 14 May 11.00 pm



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