What are the fundamental features supporting service quality?

Abstract

PurposeThere are many features that have been regarded as having a critical role in supporting service quality. The purpose of this article is to identify those features that are fundamental in supporting service quality.Design/methodology/approachA literature review was conducted covering total quality management (TQM), internal marketing, and the service quality literature, especially the study of service quality gaps. All of these are concerned with the search for service excellence.FindingsFrom a comparative study of these three areas of the literature, it was found that there are seven common features: recruitment and selection, training, teamwork, empowerment, performance appraisals and reward, communication, and culture of the organisation. Each of them is argued to be critical for the management of service quality.Practical limitations/implicationsAlthough there are other factors that can influence service quality, the identification of fundamental features provides managers and academics with a valuable framework with which to start in pursuit of service quality across a variety of service businesses.Originality/valueAlthough management of service quality has been regarded as notoriously difficult due to the characteristics of services, by identifying fundamental features supporting service quality, this article provides focal points for the management of service quality.

The Effect of Service Quality Dimensions on Customers’ Loyalty through Customer Satisfaction in Jordanian Islamic Bank

“…According to Ueno (2010), he considered the service quality gaps model is the conceptualization of service quality as the gap between expected service and perceived service. Furthermore, the importance of service quality can be represented in the service industries and service providers should understand the concept of service quality to show the differentiation of products for their customers.…”

Aiming for service excellence: Implementing a plan for customer service quality at a blended service desk

“…Integration: A focus on customer service quality needs to be integrated into all the organization's structures, including its goals, planning, employee hiring, evaluation, rewards, and training (Bartley, Gomibuchi, & Mann, 2007;Ford et al, 2001;Horwitz & Neville, 1996;Kline, 2001;Thomassen, Ahaus, Van de Walle, & Nabitz, 2014;Ueno, 2010). 2.…”

“…2. Service-oriented staff: Organizations need to hire staff who have a strong service orientation, since people can be trained for skills but not for attitudes (Bartley et al, 2007;Ford et al, 2001;Horwitz & Neville, 1996;Ueno, 2010). 3.…”

Service Quality and Consumer Perception on Retail Banking Facilities and Employees' Courtesy in Malaysia and New Zealand

“…When customers face a problem, they may respond by switching to a new service provider, attempting to remedy the problem by complaining or may show the loyalty by staying with the same service provider anticipating that things will get better (Hirschman, 1970). Thus, customer complaint handling can have an influence on customer satisfaction and retention (Fornell and Wernerfelt, 1987;Ueno, 2010). However, to do that complaint handling, courtesy of retail banks' employees is very important, in fact, the customer service unit plays an important role on performance measured by the bank customers especially from the front desk.…”

“…This is mainly because of the fact that banking sector is increasingly experiencing a growing level of competition. Few studies have investigated the bank selection criteria or the reasons on the basis of which customers choose to bank with specific banks (Khazeh and Decker, 1992; Levesque and McDougall, 1996;Ghasemi et al, 2012;Ueno, 2010). The main criteria were found like perceiving convenient services, availability of branches, internet banking facilities, online bill payment and so on.…”