Measuring the Quality of Services

Lee, Huei; Howard, Jack L.

doi:10.1108/14635779410056895

Cited by 6 publications

(1 citation statement)

References 9 publications

(7 reference statements)

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“…Satisfaction levels were scored against 12 performance criteria that PWD had long defined although not applied. While not as sophisticated as some performance measurement systems (Hoxley, 2000; Kaplan and Norton, 1992; Lee and Howard, 1994), the organisational impact of this exercise was profound. Respondents were given the opportunity to assess up to four QS consultants of their own choice.…”

Section: Methodsmentioning

confidence: 99%

Outsourcing and quality performance: Malaysia’s public works department

Abdul‐Aziz

Ali²

2004

Structural Survey

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A brief quality assessment exercise conducted among officers of Malaysia's Public Works Department (PWD) on outsourced quantity surveying services affirmed the view that the consultants' performance was generally unsatisfactory. The performance dimensions cover from preliminary estimates and cost plans to final accounts. The result of this purely academic exercise generated sufficient interest among top decision‐makers at PWD's Contract and Quantity Surveying Division to render quality improvement initiatives feasible. For a large public sector organisation usually afflicted with inertia, the changes that have taken place within such a short space of time are encouraging. What this case study points to is that given sufficient motivation, even a simple quality assessment exercise is able to prompt quality changes.

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Section: Methodsmentioning

confidence: 99%

Outsourcing and quality performance: Malaysia’s public works department

Abdul‐Aziz

Ali²

2004

Structural Survey

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Comparing Deming’s and Juran’s philosophies to the formation of total quality leaders’ world views

Kuei¹

1998

Handbook of Total Quality Management

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The need for adaptive processes of benchmarking in small business‐to‐business services

Broderick

Garry

Beasley

2010

Journal of Business &Amp; Industrial Marketing

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Purpose -This paper aims to explore current management attitudes towards benchmarking and its implementation within small business-to-business service firms in order to enhance a deeper understanding of benchmarking within such contexts. Design/methodology/approach -The paper uses in-depth case analysis of small architectural services to collect empirical data on benchmarking initiatives, attitudes, key characteristics and constraints on benchmarking. Findings -Findings suggest that there are significant variations in the receptiveness of small business-to-business firms towards the adoption of benchmarking. There may be an inherent distrust of benchmarking, as it is primarily perceived as being a tool for larger organizations, where productivity improvements are the main driver. Evidence of perceived constraints in both the implementation of benchmarking and in the definition of what constitutes best practice highlighted a cultural difficulty for small architectural firms when adopting a business process orientation. Traditionally, when evaluating their services, architectural practices are oriented towards professional design criteria, often with creative rather than business process priorities. Results suggest less cumbersome measurement models than key performance indicators (KPI) are needed to allow organically developing firms, such as architectural services, to apply benchmarking and quality ideas flexibly. Originality/value -Research on current management attitudes towards benchmarking or actual implementation of benchmarking techniques in small business-to-business service firms is scarce. This paper addresses this by developing a deeper and richer contextual understanding of benchmarking within such contexts.

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Measuring the Quality of Services

Cited by 6 publications

References 9 publications

Outsourcing and quality performance: Malaysia’s public works department

Outsourcing and quality performance: Malaysia’s public works department

Comparing Deming’s and Juran’s philosophies to the formation of total quality leaders’ world views

The need for adaptive processes of benchmarking in small business‐to‐business services

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