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A model of service quality for training

A model of service quality for training Defining “quality” can be confusing. There are numerous possible interpretations, especially in the service sector. Despite this, quality is seen as a major factor in customer acquisition and retention. Describes a model of service quality based around operational issues, directly relevant to issues of staff skills and training; and based on three dimensions of outcome/process, hard/soft and objective/subjective, giving a total of eight service types. Developed from survey data and in‐depth interviews with staff and customers carried out within retail banking, it is suggested that the operations orientation makes it universally acceptable. Concludes that the benefits to the organization from a correct match between staff skills and customer expectations include a higher and more consistent perceived quality by customers, and, very probably, a greater level of job satisfaction among staff. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Training for Quality Emerald Publishing

A model of service quality for training

Les Galloway; Sam Ho
Training for Quality , Volume 4 (1): 7 – Mar 1, 1996
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References (9)

Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0968-4875
DOI
10.1108/09684879610112828
Publisher site
See Article on Publisher Site

Abstract

Defining “quality” can be confusing. There are numerous possible interpretations, especially in the service sector. Despite this, quality is seen as a major factor in customer acquisition and retention. Describes a model of service quality based around operational issues, directly relevant to issues of staff skills and training; and based on three dimensions of outcome/process, hard/soft and objective/subjective, giving a total of eight service types. Developed from survey data and in‐depth interviews with staff and customers carried out within retail banking, it is suggested that the operations orientation makes it universally acceptable. Concludes that the benefits to the organization from a correct match between staff skills and customer expectations include a higher and more consistent perceived quality by customers, and, very probably, a greater level of job satisfaction among staff.

Journal

Training for Quality – Emerald Publishing

Published: Mar 1, 1996

Keywords: Customer service; Quality; Training

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