Employee perceptions of service quality in a call centre

Ramseook‐Munhurrun, Prabha; Naidoo, Perunjodi; Lukea-Bhiwajee, Soolakshna D.

doi:10.1108/09604520910984364

Cited by 40 publications

(44 citation statements)

References 72 publications

(74 reference statements)

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“…More recently, a number of researches have been done to find out the relationships between service quality and organisations' performance. It has been proved that high quality of service plays a vital role in the success of organisations (Ramseook-Munhurrun et al, 2009). Organisations have realised that delivering appropriate services can improve financial performance and customer satisfaction (PalaniNathaRaja et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

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Performance evaluation of hotels by data envelopment analysis based on customers' perception and gap analysis

Shirouyehzad

Lotfı

Shahin

et al. 2012

IJSOM

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The aim of this paper is to evaluate three, four and five-star hotels and to identify the most critical service quality dimensions in these hotels. This study applies the principle behind the SERVQUAL and performance methods to measure service quality of hotels. Yet, data envelopment analysis approach is exploited to evaluate the efficiency of hotels. Through identification of five SQDs and use of five-point Likert scale, two questionnaires containing 22 items were developed. The former questionnaire measure customers' expectations while the latter one measures customers' perceptions form delivered services. The sample of respondents includes 45 customers which were taken from each hotel separately. The sample of respondents includes 45 customers in each hotel. Finally, a sensitivity analysis method in DEA approach and Norm-2 method is applied to address the most important service quality dimensions. The results reveal that empathy and responsiveness are the most critical factors. Four hotels were also identified efficient. However, all efficient hotels do not have necessarily the best customers' perceptions or the lowest service quality gaps.

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Section: Introductionmentioning

confidence: 99%

“…Since the concept of service quality is inherently intangible, measuring service quality has been a challenging issue (Kandampully, 1997). Service quality in service industries can be described as meeting customers' needs and requirements and how well customers' expectations are fulfilled (Ramseook-Munhurrun et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Performance evaluation of hotels by data envelopment analysis based on customers' perception and gap analysis

Shirouyehzad

Lotfı

Shahin

et al. 2012

IJSOM

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show abstract

“…The stressful working environment and its impact upon burnout in call centre advisors has also been an important topic (Choi et al, 2012;Rod and Ashill, 2013). The perception, measurement, and evaluation of service quality has been examined (Curry and Lyon, 2008;Jaiswal, 2008;Ramseook-Munhurrun et al, 2009), together with the exploration of links between service climate, service quality, and customer loyalty (Dean, 2002;Little and Dean, 2006). This body of literature indicates that managing service quality is a substantial and ongoing challenge, and this is further problematised because quality must be managed alongside efficiency.…”

Section: Introductionmentioning

confidence: 99%

Is the quantity-quality trade-off in call centres a false dichotomy?

Ellway

2014

Managing Service Quality

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Purpose -The purpose of this paper is to examine the existing conceptualisation of quantity and quality in call centres as conflicting or contradictory, and through qualitative analysis, demonstrate that quantity and quality may not necessarily operate as a trade-off. Design/methodology/approach -Existing literature is reviewed to show how quantity-quality has been conceptualised to date, followed by an analysis of quantity-quality manifestations based upon an in-depth field study of work and service in a large and complex call centre operation. Advisors' work practices were observed during their interactions with customers, which provided rich insights into the nature of live calls and service provision in 13 different teams, supplemented with informal semi-structured interviews with team managers, coaches, and centre managers. Findings -The paper demonstrates that quantity and quality operate as a trade-off when the unit of analysis is the individual advisor or individual call fragment. However, if the entire customer enquiry is examined, quantity and quality are manifest differently: emphasising quality may also simultaneously support efficiency; favouring quantity may not only undermine quality but also ultimately circumvent efficiency gains.Research limitations/implications -The paper is based upon a single case study so further research is required to investigate whether findings concerning quantity-quality are manifest in other call centres, particularly of differing size and complexity. Practical implications -Call centre management must recognise the negative consequences of focusing upon quantity, the potential benefits of instead emphasising quality, and also acknowledge the limitations of conventional quantitative and qualitative measures. Management should also consider attempting to foster and improve relations between teams and functions within call centres. Originality/value -The paper provides a qualitative study of quantity and quality in call centres. Quantity and quality are examined beyond the conventional unit of analysis of the individual advisor or call, to explicate interdependence between past, current, and future actions and events involved in customer enquiries. Thus, quantity and quality are analysed in terms of the immediate focus during call handling and the longer run consequences for the efficiency and effectiveness of service provided by the call centre operation.

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“…These suggested that FA Responsiveness is the most relevant quality attribute in retail banking. Therefore, our research design focuses on responsiveness which scholars also consider to be the most important quality dimension in people-based industries (Najjar and Bishu 2006;Prabha and al., 2009;Lee et al, 2000).…”

Section: Assessing Relevant Quality Attributes In the Banking Sectormentioning

confidence: 99%

“…(Ramseook-Munhurrun et al, (2009);(Saravan and Rao, 2007) In the banking sector, researchers have created a bank Service Quality Index which is an indicator of service performance. This is a specific 29-item questionnaire (Abdullah et al, 2011).…”

Section: Assessing Relevant Quality Attributes In the Banking Sectormentioning

confidence: 99%