Perceived service quality as a customer-based performance measure: an empirical examination of organizational barriers using an extended service quality model

Article Abstract:

The customer-based extended service quality model developed by Parasuraman, Zeithaml and Berry in 1985 is used to examine barriers to quality service performance within organizations. The difference between the expectations and perceptions of customers, or perceived service quality, is influenced by existing gaps between customer and management expectations and perceptions (both their own and about the other) and service quality standards, actual delivery and perceptions about actual service delivery. Service quality is measured in the context of reliability, responsiveness, assurance, individualized attention, and physical manifestations of the service considered. In this manner, service quality perceptions are related to the organizational processes involved in upgrading services.

Social aspects, Performance, Evaluation, Measurement, Testing, Customer service, Consumer confidence, Employee performance appraisals, Performance appraisals

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Retraining midcareer managers: career history and self-efficacy beliefs

Article Abstract:

A qualitative analysis of interviews with 113 managers set to undergo retraining confirms the influence of career history on self-efficacy in work-related learning. The study found the following factors significant to the retraining process: perceived advancement potential, previous formal training, and seniority. The research indicates a need for human resources managers to assess self-efficacy beliefs prior to corporate retraining efforts. Sensitivity to organizational context and career histories is recommended when designing retraining programs.

Psychological aspects, Research, Career development, Management training, Executive ability, Occupational retraining

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