Janelle Heineke

How disconfirmation, perception and actual waiting times impact customer satisfaction

The experience of waiting for service is often the first direct interaction between customers and most service delivery processes. The literature on satisfaction with waiting has paralleled the literature on general service satisfaction, in which the relative importance of actual performance, perceived performance, and the disconfirmation between expected performance and perceived performance has been the subject of much debate. This paper presents an empirical study of satisfaction with waiting for service in a fast food environment. The study demonstrates that actual waiting time, perceived waiting time, and the disconfirmation between expected waiting time and perceived waiting time are all related to satisfaction with the waiting experience. It further demonstrates that the relative importance of each of these variables in predicting satisfaction depends on the differences in the needs of the customers. The implications for both theory and practice are significant: the importance of the perception of the experience increases as the importance of the satisfaction measure increases. More specifically, for customers who are concerned about time, the perception of the time spent waiting is a better predictor of satisfaction than the actual waiting time.

Understanding the Roles of the Customer and the Operation for Better Queue Management

Queuing, a familiar element of most service delivery systems, has the potential for significantly affecting the customer′s overall satisfaction with the service encounter. A customer′s degree of satisfaction with waiting or with the service received in its entirety is dependent on the actual performance of the delivery system, the customer′s expectations regarding that performance and the customer′s perception of the service encounter. The actual operational performance of different queuing configurations has been previously addressed, as have the issues of managing customers′ expectations and perceptions regarding their queuing experiences. This earlier research has identified several factors which can affect a customer′s perception of waiting and consequently his or her satisfaction with that wait. Proposes a taxonomy based on the service manager′s ability to control the customer′s perception of the queuing experience. Defines which queuing factors can be controlled by the firm, which factors can partia...

Strategic operations management decisions and professional performance in U.S. HMOs

Abstract Professional service organizations are becoming an increasingly important segment of the service sector in the U.S. but little attention has been paid to the management of these organizations, particularly in relation to technical performance. This paper reports the findings of a survey of managers of Health Maintenance Organizations (HMOs) which related operations management decisions about organization, workforce management, quality management and planning and control, to clinical process and outcome performance. This research demonstrates that managerial decisions do affect clinical performance in HMOs. These findings have implications for both researchers and practitioners. For researchers, the study provides a framework for future research on the important link between management decisions and technical performance in professional service organizations. For practitioners, this study suggests that technical performance will be enhanced when professional work is appropriately managed.

Exploring the Relationship between Perception and Performance: Priorities for Action

This article brings together several empirically based works on service quality. Its purpose is to derive a set of quality functions to help managers and academics understand and explore the relationship between service performance and customer perceptions of that service performance. It is suggested that managers need to assess the quality functions associated with four types of quality factors to help them identify priorities for action and gain the best perceived outcome from their quality improvement activities. Some techniques which can help identify the various types of factors are discussed.

Toward an Effective Strategy for the Diffusion and Use of Clinical Information Systems

The full impact of IT in health care has not been realized because of the failure to recognize that (1) the path from availability of applications to the anticipated benefits passes through a series of steps; and (2) progress can be stopped at any one of those steps. As a result, strategies for diffusion, adoption, and use have been incomplete and have produced disappointing results. In this paper, we present a comprehensive framework for identifying factors that affect the spread, use, and effects of IT in the U.S. health care sector. The framework can be used by researchers to focus their efforts on unanswered questions, by practitioners considering IT adoption, and by policymakers searching for ways to spread IT throughout the system.

New issues and opportunities in service design research

In an era of intense high-speed competition, offering to the marketplace a sustainable and profitable value proposition that effectively leverages a firm’s financial, human, and operational resources is critical to both established and emerging businesses. To complicate matters further, in emerging industries such as e-services, customers often do not know what they want or need, consequently limiting a the company’s ability to engineer market-winning product–service solutions. While companies develop their own strategies to compete effectively in the “new” new economy, this competitive environment offers many opportunities to scholars interest in studying services. For example, should an enterprise merely try to adapt to the e-services marketplace? Should it keep juggling with the endless list of alternative service offerings? Or should it strive to shape the future of the business environment within which it operates by offering innovative product–service bundles?

Enhancing Learning Using Classroom Games and Exercises

The measure of quality in the classroom is how much students learn, and students learn more then they are engaged with the material being taught. This article discusses the use of classroom games, exercises, and simulations to motivate learning, to prov..

The physician-manager alliance : building the healthy health care organization

The High Stakes of Change: The Need for Physician-Manager Alliances. Our Growing Dependence on Organizations. The Health Care Customer in the New Marketplace. Physicians and Managers: The Search for Common Ground. Moving Toward the Health Care Organization: Identifying the Critical Changes. Measuring Effiiciency, Effectiveness and Satisfaction. Understanding the Physician-Manager Relationship: Five Perspectives. An Open Systems View: A Realistic Framework for the Health Care Organization. The Problem-Solving Approach: Creating Collaboration.

Eco-efficiency of Service Co-production: Connecting Eco-certifications and Resource Efficiency in U.S. Hotels

This study investigates the relationship between eco-certifications (second or third party certified with an audit requirement) and resource efficiency in the U.S. hotel industry. Hotel properties become eco-certified by voluntarily conforming to environmental practice guidelines established by a certifying body, which assesses and recognizes the properties that meet their criteria. Eco-certifications therefore are key environmental sustainability initiatives that address both the internal operations and external customers. Based on regression analysis of 2,893 U.S. hotel properties for the year 2011, this analysis shows that eco-certified hotels maintain higher operational efficiency, as well as greater customer-driven resource efficiency, in comparison with properties with lesser or no eco-certifications. These results suggest that eco-certifications influence the resource consumption behavior of both the operators and the customers, although these effects are not consistent for all properties. The improvement from the operational effect is most pronounced in lower-tier properties, while the customer efficiency effect is most noticeable in upper-tier properties.

Building the case for quality improvement in the health care industry: a focus on goals and training.

Health care organizations are under intense pressure to improve the efficiency and effectiveness of care delivery and, increasingly, they are using quality improvement teams to identify and target projects to improve performance outcomes. This raises the question of what factors actually drive the performance of these projects in a health care environment. Using data from a survey of health care professionals acting as informants for 244 patient care, clinical-administrative, and nonclinical administrative quality improvement project types in 93 health care organizations, we focus on 2 factors—goal setting and quality training—as potential drivers of quality improvement project performance. We find that project-level goals and quality training have positive associations with process quality, while organizational-level goals have no impact. In addition, the relationship between project-level goals and process quality is stronger for patient care projects than for administrative projects. This indicates that the motivational and cognitive effects of goal setting are greater for projects that involve interactions with clinicians than for ones that involve interactions with other staff. Although project-level goal setting is beneficial for improving process quality overall, our findings suggest the importance of being especially attentive to goal setting for projects that impact direct patient care.