Consumer and Provider Expectations and Experiences in Evaluating Professional Service Quality

Swartz, Teresa A.; Brown, Samantha

doi:10.1177/009207038901700209

Cited by 45 publications

(56 citation statements)

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“…Previous studies indicate large gaps between customers' and employees' perceptions of good service quality and what constitutes a satisfying service experience (Bitner et al, 1994;Matilla and Enz, 2002;Swartz and Brown, 1989). Similarly, according to a Bain & Company survey with 362 leading firms from multiple geographical locations, 80 % believed they delivered a 'superior experience' to their customers.…”

Section: Research Objectivesmentioning

confidence: 99%

Understanding satisfying service encounters in retail banking - a dyadic perspective

Kania¹,

Gruber

2013

IJSEM

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Abstract:The aim of this study is to expand understanding of satisfying service encounters. In particular, this research study will investigate both parties of the service encounter (customers and frontline employees). A dyadic approach will help to identify whether customer expectations differ from what contact employees believe customers desire from the service encounter. Insights will then lead to a greater understanding of the service encounter as revealed discrepancies in perceptions will not only increase employees' and management awareness, but also provide implications for training and recruitment of employees. An exploratory research study using the well-established laddering interviewing technique was regarded as appropriate as it allows researchers to gain a deeper insight into the research subject. In total, in-depth laddering interviews with 40 respondents (20 customers and 20 frontline employees) were conducted.The findings of this study suggest that customers and employees identified several similar concepts as being important for a successful service encounter such as friendliness, competence, responsiveness, honesty, and communication skills.

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Section: Research Objectivesmentioning

confidence: 99%

Understanding satisfying service encounters in retail banking - a dyadic perspective

Kania¹,

Gruber

2013

IJSEM

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“…Later, Lehtinen (1983) explained service quality in terms of process quality and output quality, although without discussion of corporate image. Swartz and Brown (1989) synthesized the discussions above into "what" (issues evaluated after service is delivered) and "how" (issues evaluated during the process of service delivering). Rust and Oliver (1994) stated that customers evaluate a service encounter based on the mutual interaction between customers and employees (functional quality), the service environment (physical quality) and the outcome (technical quality), while in understanding of others (i.e.…”

Section: Functional and Technical Service Qualitymentioning

confidence: 99%

Perceived Quality and Corporate Image in Mobile Services: The Role of Technical and Functional Quality

Babić-Hodović

Arslanagić-Kalajdžić

Imsirpasic³

2017

South East European Journal of Economics and Business

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“…2 Customers and service employees often have different perceptions of what constitutes good service (Swartz and Brown 1989) and use different criteria to evaluate employee performance (Mattila and Enz 2002). We contend that for evaluations of employee behaviors during service encounters (e.g., competence in managing customer emotions), customer perceptions should be the primary consideration, because they help shape the customer's experience.…”

Section: Toward a Customer Perspectivementioning

confidence: 99%

Employee Emotional Competence

Delcourt

Gremler

Riel

et al. 2015

Journal of Service Research

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Customers often experience intense emotions during service encounters. Their perceptions of how well contact employees demonstrate emotional competence in emotionally charged service encounters can affect their service evaluations and loyalty intentions. Previous studies examining employees' potential to behave in emotionally competent ways (i.e., employee emotional intelligence [EEI]) have used self-or supervisor-reported scales to predict customer outcomes, presenting EEI as stable and independent of the context. However, service firms should be more concerned with the actual display of emotionally competent behaviors by employees (employee emotional competence [EEC]), because employee behaviors vary across encounters. Moreover, a customer perspective of EEC is useful, as customer perceptions of employee performance are crucial predictors of satisfaction and loyalty. Therefore, this study proposes a conceptualization and operationalization of EEC in a service encounter context. On the basis of a comprehensive literature review and in-depth interviews, the authors develop a scale to capture customer-perceived EEC, defined as an employee's competence in perceiving, understanding, and regulating customer emotions during a discrete service encounter. The scale achieves good reliability and validity. Researchers can use it to explore the role of EEC in service contexts, and managers can employ the scale to diagnose EEC and improve the customers' service encounter experiences.

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Consumer and Provider Expectations and Experiences in Evaluating Professional Service Quality

Cited by 45 publications

References 0 publications

Understanding satisfying service encounters in retail banking - a dyadic perspective

Understanding satisfying service encounters in retail banking - a dyadic perspective

Perceived Quality and Corporate Image in Mobile Services: The Role of Technical and Functional Quality

Employee Emotional Competence

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