Customer satisfaction and statistical techniques for the implementation of benchmarking in the public sector

Mugion, Roberta Guglielmetti; Musella, Flaminia

doi:10.1080/14783363.2012.733260

Cited by 18 publications

(13 citation statements)

References 33 publications

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“…One can certainly imagine that delays would affect red tape-related organizational performance. In the first place, we know that the amount of time spent waiting for goods and services is a key element of both customer satisfaction (Conner-Spady, Sanmartin, Johnston, McGurran, Kehler, & Noseworthy, 2011;Kumar, Kalwani, & Dada, 1997;Tom & Lucey, 1995;Wen & Chi, 2013) and, less studied, government agencies' client satisfaction (Manolitzas & Yannacopoulos, 2013;Mugion & Musella, 2013). Administrative delays within an organization likely affect completion and delivery times for products and services.…”

Section: Administrative Delay Red Tape and Organizational Performancementioning

confidence: 99%

Administrative Delay, Red Tape, and Organizational Performance

Kaufmann

Taggart

Bozeman

2018

Public Performance & Management Review

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We focus on the relationships among administrative delay, red tape, and red tape-related organizational performance. We hypothesize that administrative delay leads to more red tape, more complaints from clients about red tape, and makes it more difficult for organizations to serve their clients. We test our hypotheses using data from the National Administrative Studies Project-Citizen, gathered on Amazon Mechanical Turk in late 2014 (n ¼ 1,254). The results support each of the hypotheses. The findings imply that managers may improve organizational performance by identifying and addressing the specific sources of administrative delay, rather than focusing on general perceptions of organizational red tape. KEYWORDS administrative delay; red tape; organizational performance A growing body of knowledge in public administration is concerned with shedding light on the association between pathological written rules or red tape and various other concepts at the level of the organization and the individual (Bozeman & Feeney, 2011; Brewer, Walker, Bozeman, Avellaneda, & Brewer Jr., 2012). For example, red tape has been studied in the contexts of organizational effectiveness (Pandey, Coursey, & Moynihan, 2007), organizational risk culture (Bozeman & Kingsley, 1998), and public service motivation (Scott & Pandey, 2005). Yet, there is a dearth of research on predictors of red tape. This is where we seek to make our contribution. Earlier work on red tape argued that red tape is predicted by administrative delay of core organizational tasks, such as purchasing equipment, and hiring personnel (Bretschneider, 1990; Pandey & Bretschneider, 1997). The authors of those earlier studies were careful to underscore that administrative delay measures do not and cannot actually map the red tape concept space, because red tape is more than an administrative burden or delay alone. Rather, red tape "has no redeeming social value" (Bozeman, 1993, p. 283). In this study, we return to the idea of administrative delay as a CONTACT Wesley Kaufmann

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Section: Administrative Delay Red Tape and Organizational Performancementioning

confidence: 99%

Administrative Delay, Red Tape, and Organizational Performance

Kaufmann

Taggart

Bozeman

2018

Public Performance & Management Review

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“…From an academic perspective, most benchmarking research has compared the practices and performance of organisations within a sector or across sectors rather than focussing on the benchmarking activities undertaken by the organisations themselves. For example, there has been benchmarking studies undertaken in tourism (Cano et al , 2001), water (Singh et al , 2011), health (May and Madritsch, 2009; Mugion and Musella, 2013; van Veen-Berkx et al , 2016), local councils (Robbins et al , 2016) and across the public sector on contract management (Rendon, 2015) and procurement (Holt and Graves, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

An analysis of a benchmarking initiative to help government entities to learn from best practices – the “Dubai We Learn” initiative

Mann

Adebanjo

Abbas

et al. 2020

IJEG

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Purpose This paper aims to investigate the mechanisms for managing coordinated benchmarking projects and the outcomes achieved from such coordination. While there have been many independent benchmarking studies comparing the practices and performance of public sector organisations, there has been little research on initiatives that involve coordinating multiple benchmarking projects within public sector organisations or report on the practices implemented and results from benchmarking projects. This research will be of interest to centralised authorities wishing to encourage and assist multiple organisations in undertaking benchmarking projects. Design/methodology/approach The study adopts a case study methodology. Data were collected on the coordinating mechanisms and the experiences of the individual organisations over a one-year period. Findings The findings show successful results (financial and non-financial) across all 13 benchmarking projects, thus indicating the success of a coordinated approach to managing multiple projects. The study concluded by recommending a six-stage process for coordinating multiple benchmarking projects. Originality/value This research gives new insights into the application and benefits from benchmarking because of the open access the research team had to the “Dubai We Learn” initiative. To the authors’ knowledge the research was unique in being able to report accurately on the outcome of 13 benchmarking projects with all projects using the TRADE benchmarking methodology.

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“…Renzi et al (2009) highlighted the similarity between cause-and-effect diagrams and BNs with their application in an Italian public administration context. Recently, the tool has been proposed for customer satisfaction (Salini and Kenett, 2009;Tarantola et al, 2012) and for benchmarking analyses (Mugion and Musella, 2013). Another relevant aspect of BNs is the modularity property, which makes BNs particularly useful for modelling complex and high-dimensional problems in terms of inter-related objects.…”

Section: An Empirical Studymentioning

confidence: 99%

Reconciling internal and external satisfaction through probabilistic graphical models

Musella

Mugion

Raharjo

et al. 2017

IJQSS

Self Cite

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Purpose This paper aims to holistically reconcile internal and external customer satisfaction using probabilistic graphical models. The models are useful not only in the identification of the most sensitive factors for the creation of both internal and external customer satisfaction but also in the generation of improvement scenarios in a probabilistic way. Design/methodology/approach Standard Bayesian networks and object-oriented Bayesian networks are used to build probabilistic graphical models for internal and external customers. For each ward, the model is used to evaluate satisfaction drivers by category, and scenarios for the improvement of overall satisfaction variables are developed. A global model that is based on an object-oriented network is modularly built to provide a holistic view of internal and external satisfaction. The linkage is created by building a global index of internal and external satisfaction based on a linear combination. The model parameters are derived from survey data from an Italian hospital. Findings The results that were achieved with the Bayesian networks are consistent with the results of previous research, and they were obtained by using a partial least squares path modelling tool. The variable ‘Experience’ is the most relevant internal factor for the improvement of overall patient satisfaction. To improve overall employee satisfaction, the variable ‘Product/service results’ is the most important. Finally, for a given target of overall internal and external satisfaction, external satisfaction is more sensitive to improvement than internal satisfaction. Originality/value The novelty of the paper lies in the efforts to link internal and external satisfaction based on a probabilistic expert system that can generate improvement scenarios. From an academic viewpoint, this study moves the service profit chain theory (Heskett et al., 1994) forward by delivering operational guidelines for jointly managing the factors that affect internal and external customer satisfaction in service organizations using a holistic approach.

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Customer satisfaction and statistical techniques for the implementation of benchmarking in the public sector

Cited by 18 publications

References 33 publications

Administrative Delay, Red Tape, and Organizational Performance

Administrative Delay, Red Tape, and Organizational Performance

An analysis of a benchmarking initiative to help government entities to learn from best practices – the “Dubai We Learn” initiative

Reconciling internal and external satisfaction through probabilistic graphical models

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