Expectation vs Experience

Understanding the SERVQUAL Service Quality Model

Happy Tuesday, Transformation Friends. Another week, another opportunity to go Beyond the Status Quo.

This week, we're looking at the SERVQUAL model which was developed in 1988 by Parasuraman, Zeithaml, and Berry. It’s used across various sectors to measure service quality, pinpoint areas where service quality is falling short, and discover ways to improve.

The origins of the SERVQUAL model are rooted in earlier research of these same authors which we looked at last week. They postulated that a user's perception of service quality is determined by the size and direction of the gap between their expectations and their actual experience, and they identified five key gaps that were important to this idea. The concept of “direction” may seem odd. What it’s saying is that if expectations exceed experience, then precieved quality by the user is low, but if experience exceeds expectation, then the preceived service quality will be higher. So, it’s important to track which is larger to have a sense of the “direction” of the gap: positive or negative (good or bad).

If you didn’t read last week’s article on concept of gaps and determinants of service quality, it’s a short read and a good primer to today’s discussion: Decoding the Gaps and Determinants of Service Quality

Building on this foundational understanding, Parasuraman, Zeithaml, and Berry refined their concept of service quality and devised the SERVQUAL model. It uses five key “dimensions” of service quality: tangibles, reliability, responsiveness, assurance, and empathy. SERVQUAL's purpose is to measure the gap between a client's expectations and their perceptions of the service received across these dimensions.

Let’s explore this a little more.

Overview of the SERVQUAL Model

The SERVQUAL Model is used to quantify the difference between expectation and experience. It includes 22 items, grouped into five dimensions of service quality.

For each item, a user rates both their expectation and their experience on a Likert scale. The aggregate of the gap and direction between the rating for expectation and perception for each item then provides a measure of service quality for the dimension.

Here's a closer look at each dimension and its corresponding items.

1. Tangibles: This includes the appearance of physical facilities, equipment, staff, and communication materials. The items are,

   1. Modern equipment

   2. Visually appealing facilities

   3. Employees who have a neat, professional appearance

   4. Visually appealing materials associated with the service

2. Reliability: This refers to the ability to perform the promised service dependably and accurately. The items are,

   1. When the service provider promises to do something by a certain time, it does

   2. When a customer has a problem, the service provider shows a sincere interest in solving it

   3. The service provider performs the service right the first time

   4. The service provider provides its service at the time it promises to do so

   5. The service provider insists on error-free records

3. Responsiveness: This measures the willingness to help clients and provide prompt service. The items are,

   1. Employees tell clients exactly when services will be performed

   2. Employees are always willing to help clients

   3. Employees are never too busy to respond to clients’ requests

4. Assurance: This includes the knowledge and courtesy of employees and their ability to convey trust and confidence. The items are,

   1. The behaviour of employees instills confidence in clients

   2. Clients feel safe in their transactions with the service provider

   3. Employees are consistently courteous with clients

   4. Employees have the knowledge to answer client questions

5. Empathy: This involves caring, individualized attention the service provider provides its clients. The items are,

   1. The service provider gives clients individual attention

   2. The service provider has operating hours convenient to all its clients

   3. The service provider has employees who give clients personal attention

   4. The service provider has the clients's best interests at heart

   5. The employees understand the specific needs of the clients

How SERQUAL Relates to the Service Quality Gaps

To fully grasp the significance of the SERVQUAL model, it's essential to appreciate the broader context of the five-gap model from which it sprang.

Briefly these five gaps are,

1. Citizen expectation-management perception gap

2. Management preception-service quality specifications gap

3. Service quality specifications-service delivery gap

4. Service delivery-external communications gap

5. Expected service-perceived service gap

The five-gap model provides a roadmap for public sector organizations to diagnose service quality issues at multiple levels of our organizations, from high-level management perceptions and strategy setting (Gap 1 and 2), through operational execution (Gap 3 and 4), to the ultimate citizen experience (Gap 5).

By focusing on Gap 5—the difference between citizen expectations and perceptions—the SERVQUAL model zeros in on the end result of the entire service process from the citizen’s perspective. Yet, its value extends beyond simply measuring this gap.

Each dimension of the SERVQUAL model corresponds to potential issues that can arise in Gaps 1 through 4. For instance, a low score in the "Reliability" dimension might hint at issues related to Gap 3—the service quality specifications are not being effectively delivered. A shortfall in "Tangibles" might be symptomatic of Gap 2—management's inability to translate citizen’s expectations into quality specifications.

Moreover, the SERVQUAL model encourages organizations to put themselves in their citizens' shoes and see their service from the outside in. This citizen-centric approach can shine a light on blind spots that might exist in an organization's understanding of its citizens' needs and expectations (Gap 1).

The brilliance of SERVQUAL lies not just in its ability to provide a metric for service quality but also to implicitly prompt an organization to reflect on its entire service process.

It should provoke questions like:

• "Are we really understanding what citizens want?"

• "Are we setting the right standards?"

• "Is our service delivery consistent with these standards?"

• "Are we communicating accurately with citizens?"

By asking these questions, an organization is led to look deeper into the root causes behind the gaps, paving the way for meaningful and effective improvements.

Moreover, the iterative use of the SERVQUAL model allows for continual reassessment and recalibration of services. In a fast-paced, ever-evolving world, the expectations of our citizens are not static. By regularly revisiting the SERVQUAL survey, organizations can keep their fingers on the pulse of their citizen, adapt to changing expectations, and perpetually strive for service excellence.

In this sense, SERVQUAL becomes more than just a measurement tool—it is a mirror reflecting an organization's understanding, execution, and communication of its service delivery. It is a compass guiding the journey toward service excellence, offering the potential for organizations to transform their relationships with citizens.

Wrap up

As we round off this week, I'm thrilled to have found this research. Despite its age, the deep insights it offers into understanding service quality through gaps and determinants are undeniably relevant today.

At its core, the SERVQUAL model places experience at the heart of service delivery, quantifying the gap between expectations and reality. It underscores the reality of perception in service quality, reminding us of the critical role emotions and individual perspectives play.

Embracing its client-focused philosophy allows us to look beyond standard metrics and see from the viewpoint of those we serve.

So, as we wrap up, let's remember to put empathy at the heart of our service delivery, adapting to evolving expectations, and always striving for excellence.

I’ll see you Beyond the Status Quo.