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2.5
Conceptual framework
For this research a conceptual framework has been proposed showing all the
important theories and models in one framework for better understanding the roles
management, employees and customer play in the management of service quality.
Figure 9. Service Quality Management Conceptual Framework (Own illustration)
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Figure 9, shows all the important elements of managing service quality. First of all
there are the three role players, management, employees and customers, each having
their own significant part in the service quality. Management’s role is
focussed around
understanding customer expectations through demand and quality control analysis and
hereby finds discrepancies in service quality relating to service delivery and customer
satisfaction (Service Quality). The results are management’s perception of service
quality and will hereby define service quality specifications based on desired service
quality.
Although not mentioned in the literature review nor shown in figure 9, management’s
responsibilities do not end there; supervisory tasks and responsibilities do
exist
concerning motivation and leadership on employees, planning the degree of contact
with customers, planning sales opportunities and further options.
In addition, although it’s the contact employee that interacts with the customer, it’s
management’s responsibility to provide all the necessary tools and information
including trainings and daily information to ensure that service
staff have everything
they need to deliver service according to management specification of service quality,
which from management’s side involves commitment, setting goals and objectives and
communication with staff.
At this moment it can be perceived that in order to effectively manage service quality
management must have the right understanding of customer expectations so to say
have the right perception of the desired service quality.
Employees play a central role in service quality as they are the contact between
customers and management. Their role is quite important when
it comes to service
delivery. Service delivery would depend then on the skills and knowledge employees
possess which is the duty of management to take care of their employees. ‘
Furthermore in order for service delivery to happen effectively, staff must work in
teams, must communicate effectively, must feel comfortable and have a system of
control or support when it is needed. Customers would then in turn measure the
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quality of service delivery
based on the five dimensions;
tangibles, reliability, responsiveness,
assurance and empathy.
But it’s the customers that have the most control over service quality, as all revolves
around their life cycle, from beginning to end, the customer goes through a series of
touch-points when for example searching for information
about where to stay,
marketing efforts and brand recognition play the most role here, but continuing on the
life cycle, how well their experience during service delivery and other touch-points go
and meet their expectations would dictate how satisfied they are.
For this research and based on the discussion one proposed issues for this study is:
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1. The perception of management influences the way service quality is managed.
This statement is based on the importance of clearly understanding your customers
and the perceived desired service quality. If management would clearly understand
their customers correctly, which would require the use of
resources and measurement
tools, to create the right specifications of service quality which would translate into
service delivery. Supposedly if management lack the resources or commitment for this,
surely all that follows would result in service quality below acceptable levels.
−
2. The information that is externally communication is shaped by the
perception of management.
This statement is based on Gap 4 of Parasuraman et al. (1988) Gap Model. It states
that Gap number 4 is the result of ineffective market communication towards the
guest which involves either over promising activities that are not consistent to the
service that is actually delivered. It could also be a result of service delivery to be under
par of that which was specified. But the main cause is the
lack of coordination and
communication between marketing and operations. (Grönroos, 1990, 64)
−
3. Managing customer expectations positively influences service quality.
