Service quality models a review.docx

Service quality models a review.docx

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Servicequalitymodelsareview

hemainobjectiveofthispaperistocriticallyappraisevariousservicequalitymodelsandidentifyissuesforfutureresearchbasedonthecriticalanalysisofliterature.Thepapercriticallyexamines19differentservicequalitymodelsreportedintheliterature.Thecriticalreviewofthedifferentservicequalitymodelsisintendedtoderivelinkagebetweenthem,andhighlighttheareaforfurtherresearch.Thereviewofvariousservicequalitymodelrevealedthattheservicequalityoutcomeandmeasurementisdependentontypeofservicesetting,situation,time,needetcfactors.Inadditiontothiseventhecustomer'sexpectationstowardsparticularservicesarealsochangingwithrespecttofactorsliketime,increaseinthenumberofencounterswithaparticularservice,competitiveenvironment,etc.Thispaperprovidesarichagendaforfutureresearchinthesubject.Thisresearchdevelopedalinkagebetweenthedifferentservicequalitymodels.Thegrowthofliteratureinthefieldofservicequalityseemstohavedevelopedsequentially,providingacontinuousupdatingandlearningfromthefindings/observationsofpredecessors.Thispaperprovidesnewdirectionstoservicequalityresearchers.Thispaperexploresnewdirectionsinservicequalityresearchandofferspracticalhelptoresearchersandpractitionersinprovidingadirectionforservicequalityimprovement.

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Abstract

Purpose-Themainobjectiveofthispaperistocriticallyappraisevariousservicequalitymodelsandidentifyissuesforfutureresearchbasedonthecriticalanalysisofliterature.

Design/methodology/approach-Thepapercriticallyexamines19differentservicequalitymodelsreportedintheliterature.Thecriticalreviewofthedifferentservicequalitymodelsisintendedtoderivelinkagebetweenthem,andhighlighttheareaforfurtherresearch.

Findings-Thereviewofvariousservicequalitymodelrevealedthattheservicequalityoutcomeandmeasurementisdependentontypeofservicesetting,situation,time,needetcfactors.Inadditiontothiseventhecustomer'sexpectationstowardsparticularservicesarealsochangingwithrespecttofactorsliketime,increaseinthenumberofencounterswithaparticularservice,competitiveenvironment,etc.Thispaperprovidesarichagendaforfutureresearchinthesubject.

Researchlimitations/implications-Thisresearchdevelopedalinkagebetweenthedifferentservicequalitymodels.

Practicalimplications-Thegrowthofliteratureinthefieldofservicequalityseemstohavedevelopedsequentially,providingacontinuousupdatingandlearningfromthefindings/observationsofpredecessors.Thispaperprovidesnewdirectionstoservicequalityresearchers.

Originality/value-Thispaperexploresnewdirectionsinservicequalityresearchandofferspracticalhelptoresearchersandpractitionersinprovidingadirectionforservicequalityimprovement.

KeywordsCustomersatisfaction,SERVQUAL,Communicationtechnologies,Servicedelivery,Servicelevels,Customerservicesquality

PapertypeLiteraturereview

Introduction

Duringthepastfewdecadesservicequalityhasbecomeamajorareaofattentiontopractitioners,managersandresearchersowingtoitsstrongimpactonbusinessperformance,lowercosts,customersatisfaction,customerloyaltyandprofitability（LeonardandSasser,1982;CroninandTaylor,1992;Gammie,1992;Hallowell,1996;ChangandChen,1998;Gummesson,1998;Lasseretal,2000;SilvestroandCross,2000;Newman,2001;Sureshchanderetal,2002;Guru,2003etc.）.Therehasbeenacontinuedresearchonthedefinition,modeling,measurement,datacollectionprocedure,dataanalysisetc.,issuesofservicequality,leadingtodevelopmentofsoundbasefortheresearchers.

Thisdocumentedknowledgebasethroughseveralstudiesonthesubjectcanbeofgreatusetoresearchersandpractitionersinprovidingadirectiononhowtoexplore/modifytheexistingservicequalityconceptswiththechangingworldscenario（shiftfromconventionalpersonalizedservicestowebenabledservices）.

Foranorganizationtogaincompetitiveadvantageitmustusetechnologytogatherinformationonmarketdemandsandexchangeitbetweenorganizationsforthepurposeofenhancingtheservicequality.Researchersandmanagersthriveforlearningdetailsaboutcomponentsofservicequalityintheirorganizationofobviousreasonsofcustomersatisfaction,increasedprofitabilityetc.Inthiscontextmodelgainsspecificimportanceasitnotonlyhelpinlearningthefactorsassociatedwithitbutalsowillprovideadirectionforimprovements.

Aconceptualmodelattemptstoshowtherelationshipsthatexistbetweensalientvariables.（Ghobadianetal,1994）.Itisasimplifieddescriptionoftheactualsituations.1Itisenvisagedthatconceptualmodelsinservicequalityenablemanagementtoidentifyqualityproblemsandthushelpinplanningforthelaunchofaqualityimprovementprogramtherebyimprovingtheefficiency,profitabilityandoverallperformance.

Thispapermakesanattempttostudyvariousservicequalitymodelscoveringtheaspectsofconventionalservicestowebinteractedservices.Theprimaryaimofthesemodelsistoenablethemanagementtounderstandandenhancethequalityoftheorganizationanditsoffering.Nineteenconceptualservicequalitymodelsreportedduringtheperiod（1984-2003）arereviewedinthispaper.Eachofthemisrepresentativeofadifferentpointofviewaboutservices.

Theorganizationofthispaperisasfollows:

initiallyafterhighlightingtheneedforthepresentstudy,ageneralizedframeworkofthestudyispresented.Thisisfollowedbyabriefdiscussionofthemodelsandacriticalappraisalofthesame.Finallytheagendaforfutureresearchisspeltout.

Needforpresentstudy

Todayglobalizationandliberalizationareaffectingeconomiesofnotonlydevelopingbutalsodevelopedcountries.Thefocusareasfororganizationsarealsochangingfromprofitmaximizationtomaximizingprofitsthroughincreasedcustomersatisfaction.Thepressuresofcompetitionareforcingtheorganizationstonotonlylookontheprocessesbutalsoonthewaytheyaredelivered.Duringpasttwodecadesbusinessscenariohaschangeddrastically.Someofthekeychangesthathavetakenplaceinthebusinessare:

*Horizontalbusinessprocessesreplacingverticalfunctionalapproach.

*Greatersharingofinformationwithallconnectedlinksandcustomers.

*Greateremphasisonorganizationalandprocessflexibility.

*Necessitytocoordinateprocessesacrossmanysites.

*Employeeempowermentandtheneedforrules-basedrealtimedecisionsupportsystems.

*Competitivepressuretointroducenewservice/productsmorequickly.

*Integratedcustomerdrivenprocesses.

*Quickresponsetocustomersneeds.

*Worldwiderelationshipsbetweenvarioustradepartners,suppliersetc.

*Easilyaccessibleinformationthroughinternet.

*Flexibleandefficientservice/productcustomization.

Owingtothefactorslikeopeningupofmarkets,increaseinuseofIT,increasedcustomerknowledgeandawarenessetc.,itbecomesamusttodelivertheservicesbetterthenitscompetitoratagreedprice.Inthiscontext,thesubjectofservicequalityneedsafreshunderstandinginthecurrentbusinessscenario.Thisstudycanhelptoidentifytheresearchgapsandthusattemptstoprovidebenefitstopracticingmanagersandresearchers.

Frameworkforstudy

Thesubjectofservicequalityisveryrichincontextofdefinitions,modelsandmeasurementissue.Severalresearchersexploredthesubjectswithvaryingperspectivesandusingdifferentmethodologies.Thefollowingfactorsseemtobesuitableforcomparativeevaluationsofthemodels:

*Identificationoffactorsaffectingservicequality.

*Suitabilityforvarietyofservicesinconsideration.

*Flexibilitytoaccountforchangingnatureofcustomersperceptions.

*Directionsforimprovementinservicequality.

*Suitabilitytodevelopalinkformeasurementofcustomersatisfaction.

*Diagnosingtheneedsfortrainingandeducationofemployees.

*Flexibleenoughformodificationsasperthechangesintheenvironment/conditions.

*Suggestssuitablemeasuresforimprovementsofservicequalitybothupstreamanddownstreamtheorganizationinfocus.

*Identifiesfutureneeds（infrastructure,resources）andthusprovidehelpinplanning.

*AccommodatesuseofITinservices.

*Capabilitytobeusedasatoolforbenchmarking.

Withtheseissuesasfocusthispresentstudyisundertakentounderstandtheservicequalitymodelsintheabovelight.

Servicequalitymodels

Thepresentstudyisanattempttoreview19servicemodelsinthelightofthechangedbusinessscenarioandanalyzethemodelsforthesuitability/needformodificationinthecurrentcontext.Themodelsarepresentedusingastandardstructure,i.e.coveringbriefdiscussionandthemajorobservationsonthemodels.Thenextsectioncoverstheevaluationofthesemodelsforaboveparameters.Thebriefdiscussionsonthemodelsareasunder:

SQ1.Technicalandfunctionalqualitymodel（Grönroos,1984）

Afirminordertocompetesuccessfullymusthaveanunderstandingofconsumerperceptionofthequalityandthewayservicequalityisinfluenced.

Managingperceivedservicequalitymeansthatthefirmhastomatchtheexpectedserviceandperceivedservicetoeachothersothatconsumersatisfactionisachieved.Theauthoridentifiedthreecomponentsofservicequality,namely:

technicalquality;functionalquality;andimage（seeFigure1）:

（1）Technicalqualityisthequalityofwhatconsumeractuallyreceivesasaresultofhis/herinteractionwiththeservicefirmandisimportanttohim/herandtohis/her