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Assessing Customer Service within Institutional Departments

Assessing Customer Service within Institutional Departments. Candace Boice Zachary Carling Dr. Paul Freebairn Dr. Ronald Miller Kathy Pulotu Sela Unga. Brigham Young University-Hawaii June 5, 2012. Overview . Small campus Ideal location Student focused Service oriented

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Assessing Customer Service within Institutional Departments

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  1. Assessing Customer Service within Institutional Departments Candace Boice Zachary Carling Dr. Paul Freebairn Dr. Ronald Miller Kathy Pulotu SelaUnga Brigham Young University-Hawaii June 5, 2012

  2. Overview • Small campus • Ideal location • Student focused • Service oriented • Some runaround • Some dissatisfaction with services

  3. From Graduating Student Survey 2003-2011 1 = Very Poor 2 = Poor 3 = Fair 4 = Good 5 = Very Good 6 = Excellent

  4. From Graduating Student Survey 2003-12

  5. 1 = Strongly Disagree 2 = Disagree 3 = Slightly Disagree 4 = Slightly Agree 5 = Agree 6 = Strongly Agree From Graduating Student Survey 2003-12

  6. From Graduating Student Survey 2003-12

  7. 1 = Very Poor 2 = Poor 3 = Fair 4 = Good 5 = Very Good 6 = Excellent From Graduating Student Survey 2003-12

  8. Students’ comments on campus service Text analysis taken from Graduating Student Survey “When I try to obtain information or help on something, I have been constantly sent from office to office.” “Nothing can be done on campus without going to at least 3 different places and usually you end up back where you started.” “If I ever have to go to the administration building, I have to make sure my schedule is wide open, because it could take 10 minutes or 2 hours” “The [residence] check in process took 3.5 hours, far to long” “Some of the workers … were very rude to me and treated me disrespectfully.” “They seem unfriendly”

  9. “We need to make this campus more user friendly to our favorite constituents, the students.” -VP for Academics June 1996

  10. Why Measure Customer Service? • “Higher education has been increasingly recognized as a service industry and, as a sector, it must strive to identify the expectations and needs of its clients, who are the students” (Mello, Dutra, & Oliverira, 2001, p. 130) • Institutional resources and facilities have a certain degree of influence on student satisfaction (IES, 2006) • Quality customer service increases enrollment, retention rate etc. (Raisman, 2002) • Student satisfaction is affected by perceived value of the institution (Brown, & Mazzarol, 2009)

  11. SERVQUAL • Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40 • 22 scale items (expectations/perceptions) • Likert-type scale (6 points) • Five dimensions/factors: Tangibility, Reliability, Responsibility, Security, Empathy

  12. SERVQUAL (Service Quality) • Measures 5 dimensions of customer service

  13. SERVQUAL (Service Quality)

  14. Applications of SERVQUAL • Retailing • Lodging • Historic Houses (HISTOQUAL) • Restaurants/Food Service • Health Care • Many different types of service settings

  15. SERVQUAL in Education • Howard & Sobol (2004): Service quality in six different areas • Mahapatra & Khan (2007): EDUQUAL • Hughey & Chawla (2003): Academic computer lab • O’Neill (2003): University orientation • Banwet (2004): Graduate and post-graduate students in engineering and management institutes • Stodnick & Rogers (2008): “Students as customers” -classroom experience

  16. BYU-Hawaii’s Adaptation • To measure technological development like physical installation, equipment, people and communication materials. • To measure departments’ consistency and certainty. • To measure employees’ helpfulness and capability to providing fast service. • To measure departments’ competence, courtesy and precision. • To measure departments’ capability to provide careful and personalized attention.

  17. Validity and Reliability

  18. How do we translate students’ concerns into specific knowledge for each department?

  19. Review Schedule

  20. Expanding a Small IR Office

  21. Overall Department Process • Introduce assessment plan to department • Preview SERVQUAL • Explain how and why • Ask department to develop additional questions • Distribute SERVQUAL to randomly selected students • Analyze data, format report and share results with each department • Follow-up

  22. Report sample (page 1): Methods (including data collection dates, respond rate etc.) Demographics of respondents Overall satisfaction Highest predictors of overall satisfaction

  23. Report sample (page 2): Tangibility Security Reliability Empathy Department’s strengths and weaknesses Responsibility

  24. Report sample (page 3): Result of SPSS text analysis Sample open-ended responses An excel file with all the open-ended responses is sent along with the report.

  25. Report sample (page 4): Additional questions requested by individual department

  26. Closing the Loop • Implement Action • Plan Assessment • Review Assessment • Conduct Assessment

  27. Follow-up Process:Review Assessment and Plan Actions • Short follow-up survey within 2 weeks of receiving the report reviewing the assessment • Interviews are carried out to see how the department plans on implementing changes based on the report • Department feedback survey outlining changes made

  28. Results in Action

  29. How do we use SERVQUAL to foster campus-wide improvement in customer service?

  30. Percolate department results to higher leadership levels for a broader campus-wide impact CydJenefsky November 2010

  31. Mean Scores by Dimension

  32. Campus-wide Comparison • Share annual summary report with President’s Council • Allows us to see the campus as a whole • Focus on strengths and areas of improvement • Benchmark in the future

  33. Strengths and Areas of ImprovementOverall Campus

  34. Break-down by Vice Presidents’ Responsibility

  35. Break-down by Department Administrative Services 1= Strongly Disagree 2= Disagree 3= Slightly Disagree 4= Slightly Agree 5= Agree 6= Strongly Agree

  36. Break-down by Department Administrative Services 1= Strongly Disagree 2= Disagree 3= Slightly Disagree 4= Slightly Agree 5= Agree 6= Strongly Agree

  37. Conclusion • SERVQUAL helps foster unity of purpose within the organization • Focuses on things that really matter • Over time, SERVQUAL allows us to • Identify areas that need extra attention • Track performance • Evaluate impact

  38. Questions?

  39. Thank you! 

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