What Is Managing for Service Quality?

FOLIOz
Facilitated Online Learning as an Interactive Opportunity in Australia & New Zealand

Managing for Service Quality (MSQ)

Briefing #1 / August 2009

What is managing for service quality?

Quality means different things to different people, therefore it is difficult to reach an ultimate definition that can be applied to all situations. Kasper et al state: “Quality is an ambiguous term. On the one hand, everyone knows (or thinks they know) what quality is. On the other hand, formulating a comprehensive and uniform definition is a big – if not insurmountable – problem”(1).

Lawrie states that a common definition of a quality service or product is:

That it is consistently fit for its stated purpose.

That it performs to agreed standards.

That it is responsive to the needs of the user. (2)

The most popular definition in relation to providing a quality service is about the meeting and/or exceeding of customer expectations. Most definitions of service quality use the term “perceived service quality” to emphasise that it is service quality from the customer’s perspective. The measurement of service quality is often a comparison between what customers feel the service should offer and their evaluation and/or perception of the service’s actual performance. (3) Roberts and Rowley present this as the following formula:

Quality = Customer’s perception - Customer’s expectations (4)

Customer expectations usually relate to both quantifiable, “hard” data, and qualitative, “soft” data (5). Hard data relates to the core activity of a service, i.e. the services that the customers receive. In relation to a library and information service this would include elements such as answering enquires, delivery of inter-library loans, conducting literature searches, providing training etc. Hard data is relatively easy to measure; it includes quality factors such as:

Did the service meet the customer’s original expectations?

Did the service work?

Was the service worth the cost and time involved?

Was the service accurate?

Was the service competently delivered?(2)

Soft data, which concerns customer feelings, perceptions and requirements, is more difficult to measure as it is intangible (5). Quality factors to measure soft data include:

How was I (the customer) made to feel?

Was I (the customer) involved, informed and consulted?

Was the service personal to me (the customer)?

Did I like how I (the customer) was treated? (2)

A starting point would be to understand your existing customers’ needs, for example by conducting a user needs analysis (see the briefings from the FOLIO PACINA Course for further information). This will allow you to understand what your customers perceive to be the “ideal” service. From this exercise you will see your service from the customer’s perspective, meaning you will be able to plan for improvements in the service to meet the customer’s changing needs.(3)

The management of service quality involves both:

Processes - to measure or improve quality.

Measures - to set targets, and monitor progress.(4)

Quality management is a complex process. Library and information managers and their staff must seek to balance the tension between processes, measures and activities that promote quality enhancement at the same time as responding to expectations, targets and systems defined by external stakeholders, some of whom will provide the funding for services.(4)

All in all, quality is about excellence in service delivery and the way the organisation is run. When managing service quality, it is important for an organisation to arrive at a definition that is commonly held across the organisation (6). Whatever that definition of quality is, it is ultimately about making improvements to your service.

Why is it important?

Service quality relates to the customer and it is important for organisations to be customer focussed in all of their activities (3). Many organisations find that how customers are treated is of equal importance (if not greater) in their memory than the product/service itself (2). We all know that it is the negative customer experiences we tend to remember rather than the positive ones! It is also more likely that it is the bad experiences we tell others (potential customers) about.

Most major companies and organisations have launched quality management and improvement programmes and committed themselves to listening to their customers. In the public sector, central government departments and agencies have adopted charters setting out standards. Local councils and health authorities have developed several initiatives - including major “cultural” change projects, quality assurance units, and increased public consultation. Generally a much greater emphasis has been placed on responding to customers in recent years.(2)

To manage service quality, organisations need to:

Set objectives with precise targets.

Commit resources to achieving those targets.

Measure whether they have met their targets.

Review these targets.

In a service environment, such as the library and information field, data on customer response to services is a key element of feedback that indicates whether or not quality targets have been met.(4)

Above all it is important to remember that an effective quality process needs to be informed by a continual dialogue, including discussion with users, past users, potential users and other stakeholders (2).

What are the benefits?

Quality service has been described as that which helps a company to maximise benefits (3). It is evident that if we provide a quality service to our users, and continue to meet and exceed their expectations, they will return and continue to use our services. In turn if we can demonstrate to our stakeholders that our services are well used and valued by our customers, we are more likely to be successful in any bids for continued or enhanced funding (see the FOLIO Machiavel Course for further information).

Where can I find examples of good practice?

In Australia & New Zealand:

Standards Australia is recognised by the Government as Australia’s peak standards body. It develops internationally aligned Australian Standards. The website includes case studies where these standards have made a difference.

JAS-ANZ is the government-appointed accreditation body for Australia and New Zealand. It includes quality management systems certification. The JAS-ANZ website contains several case studies that show accredited certification in action.

In the United Kingdom:

The UK Government have developed the “Customer Service Excellence” standard which is a practical tool for public services to drive customer-focused change within their organisation. The Customer Service Excellence website includes a page on “Best Practice” which contains links to case studies in various fields including education, health, local authorities etc.

The Investors in People standard is a business improvement tool that is designed to advance an organisation’s performance through its staff. The website includes a case studies library which contains the experiences and benefits of organisations who have achieved the Investors in People standard.

References

1.Schneider, B. & White, S.S. (2004) Service Quality: Research Perspectives. London: Sage Publications.

2. Lawrie, A. (1995) Managing Quality of Service. London: The Directory of Social Change.

3.Kunst, P. & Lemmink, J. (eds.) (1997) Managing Service Quality Volume III. London: Paul Chapman Publishing.

4.Roberts, S. & Rowley, J. (2004) Managing Information Services. London: Facet Publishing.

5.Kunst, P. & Lemmink, J. (eds.) (1995) Managing Service Quality. London: Paul Chapman Publishing.

6.Murphy,E. (2009) Managing Quality.Swansea: Swansea Council for Voluntary Service.