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Books on the topic 'SERVICE-QUALITY-MODEL'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 January 2023

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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

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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4

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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5

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

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6

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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7

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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8

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

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9

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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10

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

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11

The Magnet model components and sources of evidence: Magnet Recognition Program. Silver Spring, Md: American Nurses Credentialing Center, 2008.

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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

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

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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

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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20

Quality Management and Accounting in Service Industries: A New Model of Quality Cost Calculation. Taylor & Francis Group, 2022.

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21

Sadkowski, Wojciech, and Piotr Jedynak. Quality Management and Accounting in Service Industries: A New Model of Quality Cost Calculation. Taylor & Francis Group, 2022.

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22

Sadkowski, Wojciech, and Piotr Jedynak. Quality Management and Accounting in Service Industries: A New Model of Quality Cost Calculation. Taylor & Francis Group, 2022.

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23

Sadkowski, Wojciech, and Piotr Jedynak. Quality Management and Accounting in Service Industries: A New Model of Quality Cost Calculation. Taylor & Francis Group, 2022.

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24

Sadkowsk, Wojciech, and Piotr Jedynak. Quality Management and Accounting in Service Industries: A New Model of Quality Cost Calculation. Routledge, 2022.

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25

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

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26

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

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27

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

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28

Program, Boston Model City. Boston's Model City. Creative Media Partners, LLC, 2018.

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29

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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30

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

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31

Xiao, XiPeng. Technical, Commercial and Regulatory Challenges of QoS: An Internet Service Model Perspective. Elsevier Science & Technology Books, 2008.

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32

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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33

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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34

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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35

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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36

Dubin, Jon C. Social Security Disability Law and the American Labor Market. NYU Press, 2021. http://dx.doi.org/10.18574/nyu/9781479811014.001.0001.

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This book examines how the Social Security Administration determines eligibility for disability benefits based on ability to make work adjustments to jobs in the economy. It examines program history and the agency’s complex adjudicatory processes, as well as the federal judicial framework, through analysis of the SSA’s use of the administrative notice doctrine and vocational expert testimony, including its development and use of unique “grid” regulations with predetermined medical-vocational conclusions and rules upon which to base work adjustment assessments. It explores why that system is broken and based on antiquated assumptions and obsolete empiricism and taxonomies. It examines transformation from a goods-producing to a service-providing economy and other significant labor market changes since inception, such as automation, globalization, and robotics, which have constricted the low-skill job market that SSA disability claimants typically encounter. It challenges the former SSA Deputy Disability Policy Commissioner’s proposal to eliminate vocational factors in work adjustment assessments and use only medical factors, which would have the greatest deleterious impact on Black, Latinx, and the lowest-income claimants, who often lack access to quality health care and regular medical treatment. It further challenges assumptions animating pursuit of more restrictive disability standards, including: trust fund insolvency; disability prevalence; standard leniency, including in global comparisons; fraud; and adjudicators’ claimant-favorable impartiality against the agency—as opposed to claimant-hostile and racially disparate decision-making. After evaluating restrictive proposals such as a revived Reagan administration proposal and proposals influenced by the 1996 welfare reform legislation’s “work first” model, as well as an inclusive one to adopt a European-style occupational standard, the books concludes with recommendations to fix the current process.

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