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SERVICE QUALITY AND ITS DIMENSIONS

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Ramya N. at Dr. N.G.P. Arts and Science College
Ramya N.
A. Kowsalya
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A. Kowsalya
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K. Dharanipriya
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Abstract

Service quality is an assessment of how well a delivered service conforms to the client's expectations. Service business operators often assess the service quality provided to their customers in order to improve their service, to quickly identify problems, and to better assess client satisfaction. The purpose of this paper is to gain basic knowledge of service quality models, explaining the different dimensions in Service quality.
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ISSN (Online):2455-7838
SJIF Impact Factor : 6.093
Research &
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Volume: 4, Issue:2, February 2019
Volume: 4 | Issue: 2 | February| 2019 | www.eprajournals.com |38 |
SERVICE QUALITY AND ITS DIMENSIONS
Mrs. N. Ramya1
1Assistant professor, Department of Commerce with Professional Accounting, Dr. N. G. P. Arts and Science
College, Coimbatore, T.N, India
A Kowsalya2
2Student of III B.Com(PA), Department of Commerce with Professional Accounting, Dr. N. G. P. Arts and Science
College, Coimbatore, T.N, India
K. Dharanipriya3
3Student of III B.Com(PA), Department of Commerce with Professional Accounting, Dr. N. G. P. Arts and Science
College, Coimbatore, T.N, India
ABSTRACT
Service quality is an assessment of how well a delivered service conforms to the client’s expectations. Service
business operators often assess the service quality provided to their customers in order to improve their service, to
quickly identify problems, and to better assess client satisfaction. The purpose of this paper is to gain basic
knowledge of service quality models, explaining the different dimensions in Service quality.
KEYWORDS: Service, Quality, Inseparability, Realization, Intangibility.
I. INTRODUCTION
The term Service Quality is an association
of two different words; „service‟ and quality. Service
means “any activity or benefit that one party can
offer to another that is essentially intangible and does
not result in the ownership of anything”. Quality has
come to be recognized as a strategic tool for attaining
operational efficiency and better performance of
business.
Service quality means the ability of a
service provider to satisfy customer in an efficient
manner through which he can better the performance
of business. In the service sector too „quality‟ is an
important element for the success of business. It is
because of the realization of its positive link with
profits, increased market share, customer
satisfaction. Several earlier studies and authors
pointed out that quality concept in service is different
from the concept prevalent in the goods sector. The
reasons for such a treatment are inherent features of
services like intangibility, inseparability from the
provider, heterogeneous etc. Hence there is a distinct
frame work for quality explication and measurement.
II. DEFINITION OF SERVICE
QUALITY
The term 'Service quality' is harder to define
and judge. Number of authors tried to define it and
give definitions in different point of views.
Philip Kotler and Gary Armstrong defined
the term 'service quality' as it is the ability of a
service firm to hang on to its customer. That is, in
their opinion customer retention is the best measure
of service quality.
Christian Gronroos suggested that the
quality of service as perceived by the customer has
SJIF Impact Factor: 6.093 Volume: 4 | Issue: 2 | February | 2019 ISSN: 2455-7838(Online)
EPRA International Journal of Research and Development (IJRD)
Peer Reviewed Journal
__________|EPRA International Journal of Research and Development (IJRD) |ISSN:2455-7838 (Online) |SJIF Impact Factor: 6.093|_______________
Volume: 4 | Issue: 2 | February| 2019 | www.eprajournals.com |39 |
two dimensions - technical or outcome dimension
and the function of process related dimension.
A. Parasuraman, Valarie A.Zeitham1 and
L. Berry defined service quality as "the delivery of
excellent or superior service relative to customer
expectation."
III. MEASUREMENT OF SERVICE
QUALITY
In the case of tangible goods, quality can be
assessed by examining the goods. Quality control
can be used to check specifications and reject
defective goods. But service quality cannot be
assessed in the same way as a tangible product due to
particular feature of service such as, intangibility, in
separability etc.
As in the case of goods, the service
provider cannot undertake quality check before the
service is finally delivered to the customer. In order
to assess the service quality the customer judges the
expected service quality against the perceived quality
when they receive it. There are mainly two methods
for measuring service quality viz.,
Gap analysis Service
performance measures
Gap analysis
Gap analysis model of service quality was
developed by Parasuraman, A. et al. in the year 1985.
The model indicated that customer perception of
quality was influenced by a series of five distinct
gaps. They are mentioned below.
Gap - I - Gap between customer
expectation and Management perception. The
reasons for this gap are lack of adequate market
research and lack of upward communication. This
gap can be narrowed by adopting adequate research
programs to know customer needs and to improve
the communication system. It can be measured by
using the SERVQUAL scale and comparing the
scores obtained from the management and
customers.
Gap - 2 - Gap between Management
perception and service quality specification. This gap
exists in service firms because of the lack of whole
hearted commitment of management to service
quality, inadequate service leadership etc. It can be
closed by standardizing service delivery process and
setting proper organizational goals.
Gap - 3 - Gap between Service quality
specification and service delivery. The third gap
originates from the discrepancies in the actual
service delivery, that is, the service providers or
employees do not perform at the level expected by
the management. It is because of the ineffective
recruitment, lack of proper incentives and
motivations etc. This gap can be eliminated by
providing the employees with adequate support
system, better human resource management system
etc.
Gap - 4 - Gap between Service delivery and
external communication. The gap between service
delivery and external communication occurs due to
exaggerated promise or ineffective communication to
the customer, which raise customer expectations.
This can be narrowed by efficient and effective
communication system.
Gap - 5 - Gap between expected quality and
perceived quality. This gap exists because of the
inequality in the service expectation of customer and
his service perception. This can be overcome by
identifying, quantifying and monitoring customer
expectations and perceptions through the effective
use of marketing and marketing research tools.
Service performance measures
An alternative to using gap theory
methodology for measuring service quality is the
service performance measures. The two types of
performance measures can be used under this
method.
Soft measures of service quality
Soft measures are those that cannot easily
be observed and must be collected by talking to
customers, employees or others.
1. Customer satisfaction surveys
Under this method individual customers or
corporate customer may be asked to rate their
specific and overall impression of service delivery.
For this a questionnaire or interview schedule can be
used. Besides this, focus group interviews and other
market research techniques can be utilized for this
purpose.
2. Internal performance analysis
In this method employee surveys are
conducted to determine perception of the quality of
service delivered to customers on specific
dimensions. Also, feed back from quality circles,
performance evaluation reports, customer retention
levels etc., provide information to monitor quality of
services.
Hard measures of service quality
This method includes those characteristics
and activities that can be counted, timed or measured
through audits.
For Example - Such measures may include
waiting time for the pass book to be updated by a
bank, time taken to issue a demand draft, delay in
clearing and crediting a cheque deposited by the
customer etc.
IV. DIMENSIONS OF SERVICE
QUALITY
The concept 'service quality' is not an
independent term, means, its formation depends
upon several factors related to service and service
firms. These factors are
__________|EPRA International Journal of Research and Development (IJRD) |ISSN:2455-7838 (Online) |SJIF Impact Factor: 6.093|_______________
Volume: 4 | Issue: 2 | February| 2019 | www.eprajournals.com |40 |
DIMENSIONS
Reliability
Reliability is defined as the ability to
perform the promised service dependably and
accurately. In broad sense reliability means, service
firms' promises about delivery, service provisions,
problem resolutions and pricing. Customers like to
do business with those firms, who keep their
promises. So it is an important element in the service
quality perception by the customer and his loyalty.
Hence the service firms need to be aware of
customer expectation of reliability. In the case of
banking services, the reliability dimension includes -
regularity, attitude towards complaints, keep
customers informed, consistency, procedures etc.
Responsiveness
Responsiveness is the willingness to help
customers and to provide prompt service. This
dimension focuses in the attitude and promptness in
dealing with customer requests, questions,
complaints and problems. It also focuses on
punctuality, presence, professional commitment etc.,
of the employees or staff. It can be calculated on the
length of time customers wait for assistance, answers
to questions etc. The conditions of responsiveness
can be improved by continuously view the process of
service delivery and employees attitude towards
requests of customers.
Assurance
The third dimension of service quality is the
Assurance dimension. It can be defined as
employee's knowledge, courtesy and the ability of
the firm and its employees to inspire trust and
confidence in their customers. This dimension is
important in banking, insurance services because
customers feel uncertain about their ability to
evaluate outcome. In some situations like insurance,
stock broking services firms try to build trust and
loyalty between key contact persons like insurance
agents, brokers etc and individual customers. In
banking services "personal banker" plays the role of
key contact person. This dimension focuses on job
knowledge and skill, accuracy, courtesy etc of
employees and security ensured by the firm.
Empathy
Another dimension of service quality is the
Empathy dimension. It is defined as the caring,
individualized attention provides to the customers by
their banks or service firms. This dimension try to
convey the meaning through personalized or
individualized services that customers are unique and
special to the firm. The focus of this dimension is on
variety of services that satisfies different needs of
customers, individualized or personalized services
etc. In this case the service providers need to know
customers personal needs or wants and preferences.
Tangibility
The fifth dimension of service quality is the
Tangibility which is defined as the appearance of
physical facilities, equipments, communication
materials and technology. All these provide enough
hints to customers about the quality of service of the
firm. Also, this dimension enhances the image of the
firm. Hence tangibility dimension is very important
to firms and they need to invest heavily in arranging
physical facilities.
V.CONCLUSON
In the increasing competitive market,
especially services market, the focus on service
quality is essential to service firms for their survival
and success. The management of service quality
helps the management to maintain consistency in
SERVICE QUALITY
RELIABILITY
RESPONSIVENESS
ASSURANCE
EMPATHY
TANGIBIITY
Dimensions
__________|EPRA International Journal of Research and Development (IJRD) |ISSN:2455-7838 (Online) |SJIF Impact Factor: 6.093|_______________
Volume: 4 | Issue: 2 | February| 2019 | www.eprajournals.com |41 |
service delivery and to meet changing customer
expectations more efficiently and effectively .
REFERENCES
1 Gronroos, C., “A Service Oriented Approach to
Marketing of Service”, European Journal of
Marketing, Vol. 12 No. 8, 1978.
2 Lehtinen, U. and Lehtinen, J.R., Service Quality: A
Study of Quality Dimensions, working paper, Service
Management Institute, Helsinki, 1992.
3 Parasuraman, A., Zeithaml, V.A. and Berry, L.L.,
“A Conceptual Model of Service Quality and its
Implications for Future Research”, Journal of
Marketing, Vol. 49, Autumn 1985.
4 Venugopal, Vasanti and V.N., Raghu (2001).
Services Marketing, Mumbai: Himalaya Publishing
House., P. 259.
5 Zeithaml Valarie A. and Bitner, Mary Jo. (1996).
Services Marketing, Singapore: Mcgraw – Hill
Companies, P. 117.
6 Kurtz, David L. and Clow, Kanneth E. (2002).
Services Marketing, Singapore: John Wiley & Sons
Pvt. Ltd, P. 106.
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A Service-Oriented Approach to Marketing of Services
Article
  • Dec 1978
  • EUR J MARKETING
Looks at the author's research among several companies in Sweden and Finland with regard to market-orientation of service as against physical goods. Found the main difference between them was the difficulty of developing a concrete, tangible service offering. Points out that many experts believe service marketing must differ from goods marketing, but, nevertheless, no radical effort to develop a marketing theory, or ever some marketing concepts, for service firms aiming at solving their problems, seems to have been made — service industry companies deserve a better deal. Discusses this related matter and suggests marketing mix planning to support a hypothetical framework. Investigates, in depth, service industries and their characteristics and weaknesses, accessibility, human resources, auxiliary services and intra-corporate elements. Presents two case studies — one inclusive tours marketing and the other barber's shop marketing. Concludes that concepts and models for marketing mix planning do not seem applicable in service industries — but further research is required — such as a consumer study.
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Service Quality: A Study of Quality Dimensions, working paper, Service Management Institute
  • Jan 1992
  • U Lehtinen
  • J R Lehtinen
Lehtinen, U. and Lehtinen, J.R., Service Quality: A Study of Quality Dimensions, working paper, Service Management Institute, Helsinki, 1992.