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Books on the topic 'Gap Model of Service Quality'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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1

Galloway, R. L. An operations centred model of service quality. Leicester: De Montfort University, 2001.

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2

Galloway, R. L. Towards a model of service quality: An example in retail banking. Leicester: De Montfort University, 1994.

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3

Campbell, Dale F. The leadership gap: Model strategies for leadership development. Washington, DC: Community College Press, 2002.

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4

Gupta, Amit. Effect of service climate on service quality: Test of a model using hierarchical linear modeling. Bangalore: Indian Institute of Management, 2002.

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5

Amit, Gupta. Effect of service climate on service quality: Test of a model using structural equation modeling. Bangalore: Indian Institute of Management, 2002.

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6

Tsalolikhin, Paul. Service quality model for university restaurant: Case study: the University of Ulster. (s.l: The Author), 2001.

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7

Becser, Norbert. A decision support model for improving service quality, SQI-DSS: A new approach. Budapest, Hungary: Budapest University of Economics and Public Administration, Dept. of Business Economics, 2003.

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8

Caruana, Albert. Excellence, market orientation, some aspects of service quality and their effect on performance in service companies: Propositions and a model. Henley: The Management College, 1994.

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9

Forrester, Eileen C. CMMI for services: Guidelines for superior service. Upper Saddle River, NJ: Addison-Wesley, 2010.

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10

L, Buteau Brandon, and Shrum Sandy, eds. CMMI for services: Guidelines for superior service. Upper Saddle River, NJ: Addison-Wesley, 2010.

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11

The magnet model components and sources of evidence: Magnet Recognition Program. Silver Spring, Md: American Nurses Credentialing Center, 2011.

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12

Berte, L. A Model Quality System for the Transfusion Service. S Karger Pub, 1998.

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13

American Association of Blood Banks. Transfusion Service Quality Assurance Committee., ed. A model quality system for the transfusion service. [Bethesda, Md.]: American Association of Blood Banks, 1997.

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14

Whyte, Grafton. V-Model of Service Quality: An Exploration of African Customer Service Delivery Metrics. Emerald Publishing Limited, 2018.

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15

Whyte, Grafton. V-Model of Service Quality: An Exploration of African Customer Service Delivery Metrics. Emerald Publishing Limited, 2018.

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16

Whyte, Grafton. V-Model of Service Quality: An Exploration of African Customer Service Delivery Metrics. Emerald Publishing Limited, 2018.

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17

William, Boulding, and Marketing Science Institute, eds. Conceptualizing and testing a dynamic process model of service quality. Cambridge, Mass: Marketing Science Institute, 1992.

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18

William, Boulding, and Marketing Science Institute, eds. Conceptualizing and testing a dynamic process model of service quality. Cambridge, Mass: Marketing Science Institute, 1992.

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19

Parasura. Empirical Examination of Relationships in an Extended Service Quality Model. Marketing Science Inst, 1990.

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20

Improving The Quality Of Child Custody Evaluations A Systematic Model. Springer-Verlag New York Inc., 2012.

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21

Parasuraman, A. A conceptual model of service quality and its implications for future research.. 1985.

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22

Boulding. Conceptualizing and Testing: A Dynamic Process Model for Service Quality #92-121. Marketing Science Inst, 1992.

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23

Ramli, Razamin, Haslinda Ibrahim, and Tze Shung Lim. Solving a bus driver scheduling problem: A genetic algorithm approach. UUM Press, 2013. http://dx.doi.org/10.32890/9789670474311.

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Many transport companies face problems in regulating their transport services due to various challenges and issues. These problems affect the quality of the services provided especially in a university campus environment, where students heavily depend on the university transport services for their daily commuting.What are the problems faced by the management of the campus transport company? What are the issues raised by the drivers operating the on-campus buses?Hence, in assisting the management of the transport company the authors have identified the inefficiency of their bus driver scheduling system as one of the main problems, which needed to be tackled.For that reason, the authors developed an efficient bus driver scheduling model based on the Genetic Algorithm (GA) approach.The GA model is able to provide some resolutions and insight in relation to these inquiries: What are the constraints being considered in this bus driver scheduling problem?How were the drivers break times being distributed in this GA approach?How was the time taken to generate an efficient schedule?
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24

Berry, Daphne. The Worker Co-operative Form in the Home Care Industry in the USA. Edited by Jonathan Michie, Joseph R. Blasi, and Carlo Borzaga. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199684977.013.27.

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In the United States, the work that home health aides perform provides a valuable service to society. Changing views of care are necessitating care models in which people who are elderly or have disabilities receive care in their homes or communities. There is a growing gap between the sharply increasing need for those requiring care and the pool of women from whom caregivers are drawn, which is increasing much more gradually. The poor quality of home care jobs exacerbates this problem. This chapter examines worker attitudes across three home care facilities under different governance structures—a worker co-operative, a for-profit business with no participation or ownership by workers (‘conventional’), and a nonprofit. The study uses data from multiple sources and describes worker attitudes across the agencies. The research shows that aides at the worker co-operative were significantly less likely to leave and were more satisfied and committed to their jobs.
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25

Cmmi For Services Guidelines For Superior Service. Addison-Wesley Professional, 2011.

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26

Khosa, Godwin, ed. Systemic School Improvement Interventions in South Africa. African Minds, 2014. http://dx.doi.org/10.47622/9781920677374.

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Looking at two smaller-scale systemic school improvement projects implemented in selected district circuits in the North West and Eastern Cape by partnerships between government, JET Education Services, and private sector organisations, this book captures and reflects on the experiences of the practitioners involved. The Systemic School Improvement Model developed by JET to address an identified range of interconnected challenges at district, school, classroom and household level, is made up of seven components. In reflecting on what worked and what did not in the implementation of these different components, the different chapters set out some of the practical lessons learnt, which could be used to improve the design and implementation of similar education improvement projects. Many of the lessons in this field that remain under-recorded to date relate to the step-by-step processes followed, the relationship dynamics encountered at different levels of the education system, and the local realities confronting schools and districts in South Africa's rural areas. Drawing on field data that is often not available to researchers, the book endeavours to address this gap and record these lessons. It is not intended to provide an academic review of the systemic school improvement projects. It is presented rather to offer other development practitioners working to improve the quality of education in South African schools, an understanding of some of the real practical and logistical challenges that arise and how these may be resolved to take further school improvement projects forward at a wider district, provincial and national scale.
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27

Mitchell, Vince, and William S. Harvey. Marketing and Reputation within Professional Service Firms. Edited by Laura Empson, Daniel Muzio, Joseph Broschak, and Bob Hinings. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199682393.013.14.

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This chapter reviews the research on marketing and reputation relevant to Professional Service Firms (PSFs). Although there has been relatively little research to date which explores both fields concurrently, the authors organize the material by problematizing the issue of marketing within PSFs. They introduce and provide a conceptual model of reputation that explores its antecedents, such as service quality, social networks, and rankings as well as consequences such as sales effectiveness, premium pricing, and client loyalty within PSFs. Reputation has often been conflated with other related terms such as identity and image and the authors provide some clarification on defining and measuring reputation. The chapter explores this and other problems inherent within the application of reputation to marketing principles and practice to PSFs as well as hints at solutions. Finally, the authors identify a future research agenda for both marketing and reputation.
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28

Minto, Gary, and J. Robert Sneyd. Research in anaesthesia. Edited by Philip M. Hopkins. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199642045.003.0038.

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Clinicians need critical appraisal skills to weigh up the quality of the literature and to decide whether it has implications for their practice. Every belief in medicine is a construct created from the limited information available and carries a degree of uncertainty. A centralized approach to research identifies the highest priority areas of uncertainty so as to bring about the most improvement for the largest number of patients. This patient-centred model classifies studies into basic science, translational, and clinical research. Adequately powered mega-trials are required to bridge the translational gap between efficacy (does a treatment work?) and effectiveness (does a treatment work when applied in ordinary clinical practice?). There is a paucity of these in perioperative medicine.
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29

Winters, Bradford D., and Peter J. Pronovost. Patient safety in the ICU. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0016.

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While patient safety and quality have become a major focus of health care providers, policy makers, and customers over the last decade and a half, progress has been limited and wide quality gaps, where patient do not receive the care they should, remain. While technical improvements have gone a long way in these efforts, adaptive improvements in the culture of safety need to be more vigorously addressed. Likewise, quality metrics and a scientific approach to patient safety is necessary to ensure that interventions actually work. The Comprehensive Unit Safety Program (CUSP) strategy and its embedded Learning from Defects (LFD) process are central to creating a sustainable improvement in the culture of patient safety and quality, and in real outcomes and process improvements. CUSP is a bottom-up approach that relies on the wisdom and efforts of front-line providers who best know the safety issues in their immediate environment. The LFD process seeks to translate evidence into practice (TRiP model) building interventions and tools to improve safety and close the quality gap. The development of these interventions and tools are guided by the principles of safe design and the application of the four E’s (engagement, education, execution, and evaluation) can be successfully implemented into the health care environment with substantial improvements in safety and quality.
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30

Hemmelgarn, Anthony L., and Charles Glisson. Introducing the ARC Organizational Strategies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.003.0004.

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This chapter describes the ARC model of three core strategies for developing effective human service organizations. These include (1) embedding guiding organizational principles, (2) providing organizational component tools for identifying and addressing service barriers, and (3) developing shared mental models. ARC’s strategies provide the tools and the reasoning to guide behaviors and processes among organizational members that ensure improved service quality and outcomes. These strategies are reviewed as part of ARC’s orchestrated and structured process to improve OSC (i.e., the cultures and climates that influence attitudes, decision making and behavior in organizations). The chapter identifies mechanisms of change that highlight the alignment of organizational priorities with the ARC principles, fostering relationships that provide availability, responsiveness, and continuity, as well as developing innovation capacity to adopt new technologies and approaches.
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31

Figley, Charles R., and Kathleen Regan Figley. Compassion Fatigue Resilience. Edited by Emma M. Seppälä, Emiliana Simon-Thomas, Stephanie L. Brown, Monica C. Worline, C. Daryl Cameron, and James R. Doty. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190464684.013.28.

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Drawing on more than 48 years of experience working with compassionate people who were suffering, the authors discuss and illustrate the useful applications of the new Compassion Fatigue Resilience Model. Briefly reviewing the relevant research and theoretical literature, they point to the common findings that human service workers frequently forget about their own workplace comforts and are often unaware of the heavy price they pay in giving service to others. Several case studies illustrate what prompts efforts to build compassion fatigue resilience, and the life improvements that result when these efforts are successful. These improvements not only enhance the quality of human services by the workers; attention to their mental health needs leads to better worker health and morale, and sense of mutual support that extends their careers.
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32

Hemmelgarn, Anthony L., and Charles Glisson. Building Cultures and Climates for Effective Human Services. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.001.0001.

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This book explains how organizational culture and climate affect the quality and outcomes of human services and describes the Availability, Responsiveness, and Continuity (ARC) model of organizational effectiveness that the authors developed for improving social service, behavioral health, health care, and other human service organizations. The authors summarize decades of practice and research experience, including organizational improvement efforts, randomized controlled trials, and nationwide studies with hundreds of human services organizations. The book provides a balance between the use of empirical data and applied examples in explaining how human services can be improved. By combining numerous case examples and experiential knowledge with decades of organizational research, readers learn about empirically proven approaches tested in real organizations that are supported with case examples of organizational change. The book explains that creating the organizational social contexts necessary for providing effective services requires three types of organizational strategies. These strategies include organizational tools for identifying and addressing service barriers, principles for aligning organizational priorities to guide improvement, and the development of shared mental models among organizational members to support the principles and tools.
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33

Gulati, Namrata, and Tridip Ray. Inequality and Neighbourhood Effects. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198812555.003.0011.

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The key insight in our research is to recognize inequality–neighbourhood interaction: neighbourhood effects interacting with income inequality may affect poor people’s ability to access basic facilities like health-care services, schooling, and so on. While Gulati and Ray (2016) model this interaction on a monopolist service provider in a neighbourhood structured as a linear city where rich and poor consumers live side by side, in this chapter we extend the analysis to a competitive framework with free entry and exit where the natural neighbourhood structure is a circular city. We find inverted-U shape relationships between income inequality and market access and welfare of the poor: if we compare a cross-section of societies, the poor community as a whole is initially better off living in relatively richer societies, but, beyond a point, the aggregate market access and consumer surplus of the poor starts declining as society becomes richer. We identify the possibility of complete exclusion of the poor from the market: a scenario where the service providers cater only to the rich and the poor have absolutely no market access, and find that it is the higher income gap between rich and poor that exposes the poor to this unfortunate outcome.
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34

Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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