From product to service quality: the role of managerial mindsets

Liao, Yingying; Soltani, Ebrahim; Wilkinson, Adrian

doi:10.1080/09537287.2021.1957173

Cited by 7 publications

(10 citation statements)

References 93 publications

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“…The present study extends previous research in three ways (e.g., Bayo‐Moriones & de la Torre, 2022; Jimenez‐Jimenez & Martinez‐Costa, 2009; Liao et al, 2023; Soltani & Wilkinson, 2020). First, it contributes to enhancing the relevance of TQM and performance review research, by relating the results of the study setting of interest to the management—thereby addressing the often‐observed relevance gap in applied fields, especially in general management with its many, (sub)disciplines (e.g., McElwee & Warren, 2000; Tkachenko et al, 2017; Verma et al, 2022).…”

Section: Introductionsupporting

confidence: 88%

“…Altogether, these concerns about the ineffectiveness of traditional performance review systems seem most exacerbated and pronounced in contemporary organizations that adopt process improvement methodologies such as TQM and other variations on continuous improvement (Bowman, 1994; Cardy, 1998; Liao et al, 2023; Soltani & Wilkinson, 2020). One plausible explanation is that TQM and its variants necessitate engaging in multiple processes and activities, which demand employees to exhibit multitasking abilities, take ownership of their responsibilities, and occasionally surpass their prescribed duties or question established norms—a departure that contradicts traditional top‐down performance review systems (Grant et al, 1994; Manz & Stewart, 1997; Wilkinson et al, 1997).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Such incongruence may also reflect a deeper shift in thinking about the way in which change programs such as TQM are best applied in today's uncertain business environment. Alternatively, another line of reasoning stems from the intended but fundamentally different goals of TQM (i.e., control and learning) and the apparent conflict among these goals (Dahlgaard et al, 2019; Godfrey et al, 1997; Liao et al, 2023). This dynamic could lead to management's perceptions and preferences to obscure their interdependencies, thus resulting in their contradiction and the loose incorporation of TQM practices into the work design system (Sitkin et al, 1994; Waldman, 1994a, 1994b).…”

Section: Introductionmentioning

confidence: 99%

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The utility of performance review systems: A total quality management perspective

Liao,

Soltani,

Iqbal

et al. 2024

Strategic Change

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Scholars and practitioners alike have argued that performance review is prone to destructive effects and negative outcomes in progressive work organizations with a total quality management (TQM) orientation. Despite its pervasive use and significant consequences at individual, team, and organizational levels across contemporary workplaces, it has remained inadequately explored for its current operational systems and their role in helping employees achieve job mastery and enabling organizations to attain desired quality outcomes. To address this lacuna, this study aims to explore how performance review systems can align with continuous quality improvement in contemporary workplaces that espouse a culture of continuous learning and quality improvement. Given the exploratory and broad scope of the research, it adopts a multiple case study design which offers benefits both in terms of process and outcomes. The findings are indicative of two different performance review systems with very different implications for managing employees and achieving quality outcomes in line with TQM: tactical system with a focus on employee obedience to rigid top‐down control system for achieving conformance quality measures, and a dynamic system with a focus on employee ownership of the quality process for achieving desired quality.

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Section: Introductionsupporting

confidence: 88%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The utility of performance review systems: A total quality management perspective

Liao,

Soltani,

Iqbal

et al. 2024

Strategic Change

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show abstract

“…Also, businesses with managers who have strong problem-solving abilities can develop new products or services more successfully and perform better at meeting customers' needs (Atuahene-Gima and Wei, 2011;Shulga et al, 2021). Research findings also point out that effective problem-solving promotes product (or service) quality and product advantage, as the identification of alternative solutions improves employees' understanding of both operational and customer requirements (Atuahene-Gima and Wei, 2011;Liao et al, 2022;Rescalvo-Martin et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 98%

Problem-solving abilities of managers: inflated self-efficacy beliefs

Koç

Yürür

Özşahin

2022

JHTI

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PurposeThis study compared the results of self-report and ability-based tests of problem-solving abilities of 144 hospitality managers working at hotels and restaurants through an online survey. In the first stage of the study, the managers were asked to fill in the self-report problem-solving ability scale by Tesone et al. (2010). In the second stage of the study, the managers were asked to respond to questions in a case-study-based problem-solving test.Design/methodology/approachProblem-solving is a key aspect of business process management. This study aims to investigate and compare hospitality managers' actual and claimed (self-report) problem-solving abilities. A lack of unawareness of the actual level of skills may be an important problem as managers who tend to have inflated self-efficacy beliefs are less likely to allocate resources, e.g. time, money and effort, to develop a particular skill or ability they lack. They are also more likely to take risks regarding that skill or ability.FindingsThe results of the study showed that there was a major difference between the results of the self-report test and the actual test. This meant that the managers who participated in the study had inflated self-efficacy beliefs regarding their problem-solving abilities, i.e. they operated under the influence of the Dunning–Kruger effect. The study showed that self-report tests that are commonly used in businesses in recruitment and promotion may not provide a correct level of people's abilities. In general, managers who have inflated self-efficacy beliefs are less likely to be interested in developing a particular skill due to the overconfidence arising from their inflated self-efficacy beliefs. The study showed that managers were less likely to allocate resources, e.g. time, money and effort, to develop a particular skill they lack and are more likely to take risks regarding that particular skill.Practical implicationsManagers in the hospitality industry appear to lack problem solving-abilities. While the hospitality managers assigned high marks for their problem-solving abilities in a self-report problem-solving scale and appeared to be performing significantly good overall in problem-solving, they performed poorly in an actual problem solving exercise. It is recommended that businesses rather than depending on self-report problem-solving scales, they should resort to ability-based scales or exercises that actually measure managers' problem-solving abilities. Also, as managers who had formal tourism and hospitality education performed poorly, tourism and hospitality programme managers at universities are recommend to review their syllabi and curriculum so as to help support their graduates' problem-solving abilities.Originality/valueThe study is original as no previous study compared managers' problem-solving abilities by using self-report and ability-based tests. The study has implications for researchers in terms of developing knowledge, ability and skill-based scales in the future. The study has also significant practical implications for the practitioners.

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“…At the other extreme, there may be customer-service departments which are eager to receive customer requests, suggestions, and even complaints. Such departments strive to handle the complaints expeditiously (Liao et al, 2021). There are some firms which even proactively contact customers to provide service after the sale is complete (Liu & Kao, 2022).…”

Section: Management Of Product-service Bundlesmentioning

confidence: 99%

Management of Service Quality With Involvement of Technological Developments in Organizations

Mandal

2023

International Journal of Technology Diffusion

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Service companies should generate and deliver superior services and manage service quality. The objective of the study is to analyze the various aspects of management of service quality. The methodology adopted is a conceptual analysis of managing service quality in organizations. Companies should manage customer expectations and product-service bundles. They should appreciate and involve technological developments and information technology in management of service quality. They should implement self-service technologies and chatbots to improve service quality. Academicians may analyze the various aspects of management of service quality and suggest effective models. Practicing managers should manage customer expectations and product-service bundles, appreciate the involvement of technological developments, and implement latest technological developments like self-service technologies and chatbots for managing service quality effectively. All these initiatives will help companies to manage service quality, deliver superior services, and to achieve growth and business excellence.

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From product to service quality: the role of managerial mindsets

Cited by 7 publications

References 93 publications

The utility of performance review systems: A total quality management perspective

The utility of performance review systems: A total quality management perspective

Problem-solving abilities of managers: inflated self-efficacy beliefs

Management of Service Quality With Involvement of Technological Developments in Organizations

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