Seminar 3: Service Quality - SQIM - February 8, 2025 PDF

Seminar 3 Subject SQIM Date @February 8, 2025 The Gap Model of Service Quality - The Provider Gap Gap 1 : The listening gap Gap 2 : The service design and standards gap Gap 3 : The service performance gap...

Seminar 3 Subject SQIM Date @February 8, 2025 The Gap Model of Service Quality - The Provider Gap Gap 1 : The listening gap Gap 2 : The service design and standards gap Gap 3 : The service performance gap Gap 4 : Communication gap Seminar 3 1  The 5 Gap Model is an extension of the 4 Gap Model, adding one more gap to provide a more comprehensive analysis of service quality issue Gap 1 : The knowledge gap difference Gap 2 : The management gap - a misalignment of understanding Gap 3 : The delivery gap - a discrepancy between specification and service delivered Gap 4 : The communication gap : the difference between service delivered and what was communicated Gap 5 : Customer perception gap : the difference between customer expectations and their perception of the service experience Construct Influencing Gap 1 Marketing Research Orientation (MRO) : Extent to which managers topmost to understand customer need and expectation through formal and informal information gathering activities Upward Communication : Top management seeks , stimulates and facilitates the flow of information from employees at lower level Level of Management : Number of managerial levels between topmost and bottom level Construct Influencing Gap 2 Management Commitment to Service Quality (MCSQ): Extent to which management views service quality as a key strategic goal and allocates Seminar 3 2  adequate resources to it. Goal-Setting (GS): Existence of a formal process for setting quality of service goals. Tasks Standardization (TS): extend to which technology and training programs are used to standardize service tasks Perception of Feasibility (POF): Extend to which managers believe that customers’ expectations can be met. Construct Influencing Gap 3 Teamwork (TEAM): Extent to which all employees pull together for a common goal. Employee-Job Fit (EFIT): Match between the skills of employees and their jobs. Technology-Job Fit (TFIT): The appropriateness of the tools and technology that employees use to perform their jobs. Perceived Control (PC): Extent to which employees perceive that they are in control of their jobs and that they can act flexibly. Supervisory Control Systems (SCS): The extent to which employees are evaluated/compensated on what they do (behavior) rather than solely on output quantity. Role Conflict (RC): Extent to which employees perceive that they cannot satisfy all the demands of all the individuals (internal and external customers) they must serve. Role Ambiguity (RA): Extent to which employees are uncertain about what managers and supervisors expect from them and how to satisfy those expectations. Construct Influencing Gap 4 Horizontal Communication : Extent to which communication and coordination occur between different departments that have contact with or serve Seminar 3 3  customer Prospensity to Overpromise(PTO) : Extent to which the firm feel pressure to promise more to customer that can be delivered Construct Influencing Gap t Size of the Service Quality Gap is postively related to the size of the provider gap (Gap 1 -4) Physical Aspect of Service Setting Physical Setting - building design , employee uniform MUST COMPLEMENT and SUPPORT each other Control and Focus - To maintain the illusion of fantasy, the experience must be controlled and focused. Rides to give the feeling of moving through a story. Guests are position to see the right visual cues Sight and Sound - Music affect guest behaviour and lighting enhance guest experience Themes Create fantasy Maintaining fantasy illusion through : 1. Control and Focus, 2. Architecture. 3. Sights and sounds Four Realms of Experience Seminar 3 4  Environment Important It influence : 1. Guest Expectations 2. Creates and maintain the mood and 3. Has positive effects on employee It also 1. Create values and quality for their guests experience as the environments are key parts of the service product that contributes to the whole experience. A guest has respond to a service setting in 3 Ways : 1. Physiological Senses (Ambient conditions + smells, sounds and lights) Information processing (Easy to process info ) Seminar 3 5  2. Cognitive Expectations and Servicescape (Guests enter experiences with a set of expectations) Nonverbal communication 3. Emotional Degree of arousal and Degree of pleasure/displeasure ( E.G 1: Sudden explosion of sound like fireworks would create high arousal and high pleasure. E.G. 2: Roller coaster yields high levels of pleasant experience combined with high levels of arousal.) Create elements of arousal and pleasure to gain guest’s emotional interest Importance of leaders Manager’s role is to maintain that defining and sustaining the culture is every manager’s most important responsibility Culture The share philosophies, ideologies, values, assumption, beliefs, attitudes, and norms that knit a community of different people together Deal with two issue : 1. How to relate to the world outside of the organisation 2. How org members should relate to one another Type of culture : 1. Open culture : encourages people , to learn , grow and develop by interacting with others in the industry to benchmark against best-practice organisation. Seminar 3 6  To consider idea and innovations developed outside the organisation boundaries 2. Subcultures mayform : Part timers , ethic populations, nations or geographic regions. Managers therefore need to relate to the larger culture in which org is embedded Importance of culture strategy must be connected to its culture with the support of the organization And if the organization seek to provide the exceptional service experience, they need a “ESPECIALLY” high level of commitment and understanding from their employees to make it happen Can be significant competitive advantage if it has value to its members,is unique and cannot be easily copied by others. Culture as a competency : A strong organizational culture becomes another core competency Culture as a competitive edge - value, unique and cannot be easily copied Management by culture - if culture is strong enough , you can eliminate traditional management If the org. is committed to a strategy of service excellence, its cultural norms, beliefs and values must support service excellence. Beliefs, Value and Norms 1. Beliefs - it is something that everyone believes in 2. Values - Preferences for certain behaviours and certain outcomes over others 3. Norms - how things are done around here normally Leader teach the culture Seminar 3 7  Good managers: 1. Teach employees the org. culture 2. Reinforcing the values, mores, and “laws” 3. Strong cultures are reinforced by a strong commitment by management to the cultural values. Ed Schein suggests Leaders should create and maintain the organizational culture. 1. Effective leaders act on the culture everyday. 2. To instill values, they stress two-way communications 3. What the leader responds with great passion becomes a powerful signal towhich subordinates also respond. 4. Define what is important and what principles should guide their actions. 5. Once culture is in place, the leader constantly adjust and fine-tunes it as markets, operating environments and personnel change. Seminar 3 8