A COMPETENCE-BASED APPROACH TO SERVICE DESIGN: USING THE SERVQUAL MODEL TO IDENTIFY SERVICE...
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A COMPETENCE-BASED APPROACH TO SERVICE DESIGN: USING THE SERVQUAL MODEL TO IDENTIFY SERVICE REQUIREMENTS FOCUSED ON CLIENTS EXPECTATIONS. Daniel Gonçalves Simões dos Santos (CEFET-RJ) [email protected]Úrsula Gomes Rosa Maruyama (CEFET-RJ) [email protected]Caroline Abranches Bernardes dos Santos (UVA) [email protected]Raquel Gonçalves Coimbra Flexa (CEFET-RJ) [email protected]The increasingly importance of organizational performance in the last years has made corporations pursuit operations efficiency and demand a service design approach truly aligned with the client necessities. The method based only on the mannager’s perceptions is likely to fail, once demand is volatile and the client expectations might vary in the meantime. This paper aims to discuss this issue from the service gaps standpoint with the competence management approach as a theoretical contribution to the service science foundations. In addition, the SERVQUAL model was chosen to complement the proposed approach for being a practical and widely known tool. Given the experience gained with the competence method, this study envisions a better outcome to organizations based on knowledge-intensive activities, or human-intensive processes. Henceforth, we intend to build an ICT platform to foster the development of effective and lean operations. Finally, integrating these practices would lead to an outstanding end, which is delivering a real value to the client expectations. Palavras-chaves: SERVICES, QUALITY, COMPETENCE XV INTERNATIONAL CONFERENCE ON INDUSTRIAL ENGINEERING AND OPERATIONS MANAGEMENT The Industrial Engineering and the Sustainable Development: Integrating Technology and Management. Salvador, BA, Brazil, 06 to 09 October - 2009
A COMPETENCE-BASED APPROACH TO SERVICE DESIGN: USING THE SERVQUAL MODEL TO IDENTIFY SERVICE REQUIREMENTS FOCUSED ON CLIENTS EXPECTATIONS
The increasingly importance of organizational performance in the last years has made corporations pursuit operations efficiency and demand a service design approach truly aligned with the client necessities. The method based only on the mannager’s perceptions is likely to fail, once demand is volatile and the client expectations might vary in the meantime. This paper aims to discuss this issue from the service gaps standpoint with the competence management approach as a theoretical contribution to the service science foundations. In addition, the SERVQUAL model was chosen to complement the proposed approach for being a practical and widely known tool. Given the experience gained with the competence method, this study envisions a better outcome to organizations based on knowledge-intensive activities, or human-intensive processes. Henceforth, we intend to build an ICT platform to foster the development of effective and lean operations. Finally, integrating these practices would lead to an outstanding end, which is delivering a real value to the client expectations.
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1. XV INTERNATIONAL CONFERENCE ON INDUSTRIAL ENGINEERING AND
OPERATIONS MANAGEMENT The Industrial Engineering and the
Sustainable Development: Integrating Technology and Management.
Salvador, BA, Brazil, 06 to 09 October - 2009 A COMPETENCE-BASED
APPROACH TO SERVICE DESIGN: USING THE SERVQUAL MODEL TO IDENTIFY
SERVICE REQUIREMENTS FOCUSED ON CLIENTS EXPECTATIONS. Daniel
Gonalves Simes dos Santos (CEFET-RJ) [email protected] rsula Gomes
Rosa Maruyama (CEFET-RJ) [email protected] Caroline
Abranches Bernardes dos Santos (UVA) [email protected] Raquel
Gonalves Coimbra Flexa (CEFET-RJ) [email protected] The
increasingly importance of organizational performance in the last
years has made corporations pursuit operations efficiency and
demand a service design approach truly aligned with the client
necessities. The method based only on the mannagers perceptions is
likely to fail, once demand is volatile and the client expectations
might vary in the meantime. This paper aims to discuss this issue
from the service gaps standpoint with the competence management
approach as a theoretical contribution to the service science
foundations. In addition, the SERVQUAL model was chosen to
complement the proposed approach for being a practical and widely
known tool. Given the experience gained with the competence method,
this study envisions a better outcome to organizations based on
knowledge-intensive activities, or human-intensive processes.
Henceforth, we intend to build an ICT platform to foster the
development of effective and lean operations. Finally, integrating
these practices would lead to an outstanding end, which is
delivering a real value to the client expectations.
Palavras-chaves: SERVICES, QUALITY, COMPETENCE
2. 1. Introduction The competition between organizations
increases the demand for better offers and strategies (HAMEL &
PRAHALAD, 1994). Concomitantly, the global scenario imposes the
need to organizations adapt themselves for times of qualified human
resources and credit shortages. Brazil is no exception to that. For
service-based operations the importance is even greater given its
own characteristics (i.e. a great range of services are
people-intensive or knowledge- intensive). According to Machuca
(2007), the majority of work in service operations management (SOM)
area is done in strategy and without any empirical research. This
paper intends to address tactical elements of increasing relevance
to the organization, such as personnel allocation. Therefore,
identifying and proposing a way to understand the knowledge
resources utilized by workers in service organizations, would align
with the customer's real demands and expectations. First, the
definition and importance of service is presented, followed by the
global service sector and the Brazilian scenario overview,
mentioning the Service Science, Management and Engineering (SSME)
initiative. Additionally, the process management, and the
competence theories are considered with their major implications
for the current study. Furthermore, the comprehension over the
customers requirements is reviewed, based on the understanding of
quality gaps and the SERVQUAL model. Finally, the proposal to
combine both approaches (competence and SERVQUAL) is introduced
with the first impressions to technological tools to support those
methods. We also suggest alternatives to future research such as
the integration of knowledge management systems (KMS) and business
process management systems (BPMS) to improve efficiency and obtain
better human resources' training and allocation programs. 2.
Defining Services The Academia has different perspectives when
classifying a service, once it is a relative new science. It is
difficult to define exactly where one definition begins and where
finishes the other. Therefore, this issue is not intended to be
discussed in this paper. According to the literature studied, some
perspectives regarding services are shown as it follows: 2
3. Hill (1977) says that a service is a change in its matter of
economic entity caused by another economic entity. Gronroos (1990)
express his comprehension through an activity or sequence of
activities, which the last goal is to provide solutions to the
costumer. Zeithaml and Bitner (1996) are clear relating services as
acts, process and performances. Fitzsmmons and Fitzsmmons (2004)
define service as an intangible and imperishable experience,
provided to attend a costumer whom works with the service provider.
Vargo (2004) enhance Zeithaml & Bitners original definition
asserting that services are specific applied competences
(knowledge, skills and experiences) in acts, performances and
processes targeting benefits. 3. The Services Scenario Adam Smith
and later on, Karl Marx argued that services were unproductive
labor forces, changing the world and in its perception of services
and their corresponding values. In order to present the reality we
are facing, we must highlight some points such as the importance of
service-based economy for countries as U.S.A., U.K. and Germany
(LOVELOCK, 1984; VIDIGAL, 2007). The set of graphics below
represents one aspect of the revolution we have mentioned. . 3
4. Fig. 1 The Service Sector in the Economy. Adapted from
Vidigal (2007) One special note should be taken to the American
leadership with 78.6% of its workforce organized in the service
sector. Thus, Russia has also presented the greatest variation
towards the service sector showing its labor migration (50%
increased) in the timeframe. Even in development countries as
Brazil, the third sector grows rapidly, appearing as the main
employer in the urban centers. Therefore, service becomes important
by its role in the national innovation discussions (KUBOTA, 2006;
DE NIGRI & KUBOTA, 2006), even more essential facing this
economic crisis period. More recently, we could see the Brazilian
services progress in the world scenario (CIA WORLD FACTBOOK, 2007).
4
5. Fig. 2 The Increasing of Services in Brazil. Adapted from
CIA World Factbook (2007) In this sense, the necessity of new
investments in R&D (Research and Development) becomes clear.
These initiatives will enhance de economy through new jobs
offerings, innovation as national and international competitiveness
dynamics. For instance, the ITC (Information Technology and
Communication) sourcing case, which presents an important
contribution to the Brazilian role in the global market proving to
be one of these rewarded efforts towards the Service Science. 4.
Service Science, Management and Engineering (SSME) As defined in
the America COMPETES Act, Service Science involves research and
education to integrate several elements as computer science,
operations research, industrial engineering, business strategy,
management sciences, and social and legal sciences, in order to
encourage innovation in how organizations create value for
customers and shareholders that could not be achieved through such
disciplines working in isolation (MURPHY & HEFLEY, 2008).
According to the IfM and IBM report (2008), some of the disciplines
highly related to service science are listed below. Highlighted in
bold are the areas we considered critical to this work, so it is
evident the very need of an interdisciplinary approach to apply and
research on competences design with service related areas. 5
6. Service Science Key Related Areas Architecture and Systems
Design Marketing and Customer Knowledge Business Administration
Mathematics and Non-linear Dynamics Education and Behavioural
Sciences Operations Management Cognitive Science and Psychology
Operational Research Complex Adaptive Systems Theory Organizational
Learning Theory Computer Science and AI-web services Political
Science Computer Cooperative Work Project Management Economics and
Law Queuing Theory Economics Engineering and Management Simulation
and Modelling Visualization Experience Design Sociology and
Anthropology Financial and Value Engineering Software Metrics and
Development Game Theory and Mechanism Design Statistical Process
Control Human Resources Management Strategy and Finance Industrial
Engineering Supply Chain Management Industrial and Process
Automation Sustainable Development International Trade Systems
Design and Software Architecture Knowledge Management Systems
Dynamics Theory and Design Management of Informational Systems
Theatre and Arts Management of Technology & Innovation Total
Quality Management, Lean, Six Sigma Table 1 Service Science Key
Related Areas. Made by the authors. The authors agree that one of
the competences needed for the professional involved within the
SSME context is to recognize a service offering, to comprehend the
deep relationship among the whole service lifecycle, its stages,
the perceived quality and business value over time. Also, it is
crucial to understand how service portfolio management, service
consumption, and service creation are used to manage the planning,
the definition, the development, and the use of services (MURPHY
& HEFLEY, 2008). 5. Process Management One of the key authors
in the Process Management, Davenport in Davenport & Short
(1990), defines business process similarly to Pall (1987)
statements which asserts that business process is a logic
organization of people, materials, energy, equipments and
procedures in work activities planned to generate the output.
Henceforth, Paim, Caulliraux & Cardoso (2008) contribute with
their process vision ratifying its role as an improvement source in
the organizational performance (HAMEL & PRAHALAD, 1994). 6
7. An interesting point made by the authors is related to the
interdependencies visualization in the value creation, which is
usually fragmented inside the organizations and structured on
functional areas. Another points presented are related to: The
organization areas definition must follow the activities flux;
Emphasis in project mechanisms related to the tasks management,
especially the local and global KPIs (key performance indicators);
Concern with the tasks coordination and technology broad
participation; The existence of a clear production process
orientation to the clients; Dynamic training of the actors
involved, relating to the best use of their competences; The
business strategy diffusion as dynamic as possible, with the
understanding of client expectations. 6. Competence Method Aiming
to attend the human resources management, the knowledge management,
the usage of resources simulation and many other demands, the
competence management is then constituted. The competence
management approach considered in this paper is primarily based on
Cardosos works, where the competences are understood as an
inter-connected set of formal knowledge, experiences and attitudes
of the organization members. Thus, the theory application method to
the performance improvement organizational context is suggested by
the author divided in 3 steps (CARDOSO, 2004): Collecting
competence data required in the organizational process Collect the
internal competences availability data; Evaluation of the
differences among requirements and available competences base To
the purpose of this study, we focus on the first step mentioned
above. The following illustration presents the required competences
related to organization activities, according to the tasks and
functions involved. Each competence considered as necessary to the
specific area, was cross-marked by the manager. The person who is
answering the questionnaire (supervisor, manager) usually relates
the core competence requirements based on his own experience or
markets standards. In accordance 7
8. with these criteria, we understand that the decision which
was influenced by any personal background may create a perception
deviation, increasing corporate costs and frustrating the
professional hired inadequately. Table 2 The Competence Matrix
based on the SERVQUAL model. Made by the authors. 7. Quality of
Services and the Five Gaps The classical understanding of service
quality is related to the definition which includes various
dimensions as reliability, responsiveness, assurance, empathy, and
tangibles (FITZSMMONS & FITZSMMONS, 2004), each one with its
own characteristics and related challenges. We present below the
gap model from Parasuraman, Zeithaml & Berry (1985). In its
8
9. structure, the main critical points are met as gap of
services. Originally stated as the five gaps, this theory has
expanded to 7 gaps (LOVELOCK, 1984). We are going to focus this
paper in the existing gap between the client needs perception
towards the service and the specific project service delivery
operation. Fig. 2 The Gap Model (PARASUNAMAM et al., 2001) On this
supply chain schema, the gap in the service quality is the empty
space between what is expected by the one who makes a request, and
what is really done by the next provider in the chain. 8. The
SERVQUAL model The SERVQUAL model is one of the most important
references in services operations used in quality evaluation. Thus,
it is recommendable to establish a clear definition of Quality. The
main critical points in its structure are known as services gaps.
This model was introduced for Parasuraman, Zeithaml & Berry
(1985): Tangible aspects: Buildings, equipments, team work
appearance; Accountability: The capacity to deliver the commitment
(work) with accuracy; 9
10. Responsiveness: Desire to attend clients needs, always
providing the effort to outstand the service; Safety: Include
competence, courtesy, warranty reliability, as actors to inspire
customer confidence; Empathy: Possess accessibility characteristics
such as customer communication with attention and focus on the
organization goals in understanding the client. The models
questions are evaluated according to a level that varies from 1 to
7, where they are only identified to extreme values: 1 strongly
disagree, to 7 completely agree. 9. Integrating Quality,
Competences and Service Design In this context, where the
difficulties in the operations project and impediments to the
customer quality of service perceptions are met, the Competence
Theory using a Process Management approach seems to fit perfectly
attend those needs. Focusing on a value creation, client-oriented
goal would finally lead the organization to its expected results.
Therefore, the core of this paper intends to present a theoretical
approach which allows a broader range of competence evaluation
logic integrating several elements (competence requirements)
through SERVQUAL. As seen in Parasunaman's gap model, all gaps are
related; the focus of this work is on organizational problems
related to gaps 1 and 2. We believe many problems are directly
related with these two gaps: - Efficiency problems: When an
operation is projected without considering what the costumer is
requiring, it will actually double the effort to be concluded. Even
analyzing services that are intangible to the client, as supply
chain management, the rework is current e more critical, once he
cannot see the product until its conclusion. Another issue we must
consider regards the operations costs and stock reduction: the more
aligned with the clients expectations is the project the less is
the need of generating efforts to compensate errors. In this case,
the storage is usually related to human resources, allowing
multi-tasks (high competence; high cost) teams combinations to
specialized teams (specific competence; low cost). 10
11. - Innovations problems: The deliverables must be open to
improvements in its modus operandi. The project step and offering
specifications aims the establishment of the deliverables. Although
the traditional services characteristics are clear, the
heterogeneity and flexibility must be associated to the service
level offered to the client this is one of the most critical
dilemmas dealt by those who wish to maintain attractive and
competitive to the costumers unpredictable behavior. Another
perspective is related to the performance provision based on
disruptions: once the market as well as economical or political
patterns are instable and have a great influence on the corporation
offerings, it must be carefully planned. Therefore, the goals
related to the efficiency increase and innovation supply must be
attended in order to create the result expected combining these two
techniques of organizational management. The competence management
and quality management aspects are: The competence availability
design allows the creation of competence database, which could be
continuously accessed with the purpose to foment the innovation;
The SERVQUAL application must be periodical in order to filter
trends and changes in the customer perception; The competence
project and the professional profile related to each activity must
be prioritized and established according to the expected
requirements. The identified gaps must provide tools to offer
innovation development and sustainable to each profile or
market-share. The analysis must be integrated using IT (Information
Technology) tools to enhance the methods results combined in the
coherent time and their respectively expected changes. The
professional profile flexibility could be arranged in real time to
establish a transparency relation among de clients desires and the
delivered service; Governance procedures and performance monitoring
are essential to order the day- to-day operations flux. 10.
Conclusions Once the importance of the exchange between clients and
service providers is understood, as well as its implications, it is
crucial to require a meta-disciplinary, service-oriented 11
12. perspective. The global economy continues in the direction
of the increasingly communication speed together with the dynamics
and complexities of the customer requirements. Therefore, this
article proposed a theoretical association model between the
quality evaluation method known as SERVQUAL and the competence
process management as a new and significant movement towards the
achievement of client satisfaction. As far as we are concerned,
further researches are recommendable, once we must consider the
necessity to have a management tool developed to help planning,
monitoring and evaluating operations performance in real time.
Furthermore, this approach would enhance the capability to alter
resources and associate allocations properly with the desired
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