89 e-portal
Bab 10 Masa Depan
Kegagalan layanan merupakan bidang studi yang mendapat perhatian cukup besar dari para peneliti (Preko dan Kwami, 2015). subjek kegagalan layanan semakin menarik bagi para peneliti, dengan fokus khusus pada keadaan pemulihan setelah kegagalan (Cho ef a1.,2017; Augusto de Matos
et al., 2009; Hess ef al., 2003; Maxham dan Netem eyer, 2002; McColough ef
al.,20OO; Smith et a1.,1999; Weun et a1.,2004). Kegagalan layanan mengacu pada kinerja layanan yang gagal memenuhi harapan pelanggan (Schofer, 2003) yang dapat menyebabkan ketidakpuasan pelanggan (Balaii et al., 2017;Li et a1.,20L6; Su dan Teng, 2018) atau perilaku beralih pelanggan (]ung dkk., 2017 ; Liang et al., 2013).
Menurut Mattila
dan Ro (2008), kegagalan layanan terjadi ketika layanan tidak disampaikan kepada pelanggan seperti yang direncanakan semula. Dalam halini,
Migacz et al. (201,8) mendefinisikan kegagalan layanan sebagai "situasi di mana pelanggan tidak puas karena persepsi mereka tentang layanan yang mereka terima lebihburuk
dari harapan mereka" (hal, 85). Sangat penting untuk dicatatbahwa semua kegagalan95
COMPLAINT HANDL/NG DALAM PELAYANAN PUBLIK
layanan
tidak
setara satu samalain
dan dapat bervariasi tergantung pada pengamatan pelanggan (Sparks dan Fredline,2007). Misalnya, dalam konteks restorary makanan mentah (kegagalan terkait makanan) diukur sebagai jenis kegagalan yang paling serius,diikuti
oleh kegagalan terkait layanan (misalnya kebisingan, layanan lambat) sebagai kegagalan layanan yang kurang serius (Cho ef a1.,2017; Susskind dan Viccari, 2015).Sebagai contofu konsumen
di
restoran"fine dining" memiliki
harapan yang lebihtinggi
dibandingkan dengan jenis restoran lainnya (seperti restoran informal). Perbedaanini
memengaruhi pandangan konsumen tentang keseriusan kegagalan layanan (Cho ef a1.,2017; Namkung dan Jang,2010; Weun et a1.,2004).Penelitian tentang kategori kegagalan layanan telah ada sejak tahun 1990-an. Awalnya, jenis kegagalan layanan
diselidiki dari
perspektif konsumendi
sektor penerbangan, restoran dan hotel dan didasarkan padatiga bidang
utama: reaksi karyawan terhadap kebutuhan dan permintaan konsumen yangtidak diminta,
tindakan karyawary dan respons karyawan terhadap kegagalan pengiriman layanan. (Bitner ef a1.,1990;Jeon dan Kim, 2016).Smith
dkk.
(1999) mengidentifikasi dua jenis kegagalan layanan:kegagalan proses dan kegagalan hasil. Kegagalan hasil menyiratkan
ketidakpuasan konsumen
sebagaiakibat dari kegagalan
proses, mengacu pada kesalahan dalam cara layanan disampalkan(Ft
et al., 2015). Misalnya, resepsionis berbicara secara tidak sopan atau tidak tepat kepada konsumen akan menjadi kegagalan proses. Adapun kegagalan hasif misalnya di industri perhotelary ketika konsumen memesan kamar tetapi tidak mendapatkannya, ini diklasifikasikan sebagai kegagalan hasil (Fatma et a1.,2A1,6; Jeon danKim,
2016). Pada saat kegagalan layanan tersebut, perusahaan mencoba untuk memulihkannya dengan berbagai cara.Upaya pemulihan kegagalan layanan mencakup tindakan perusahaan seperti perubahan harga, peningkatan layanary pengembalian uang, diskory pengakuan masalah, layanan atau produk gratis dan permintaan
ma#
(Chebat dan Slusarczyk, 2005; Hess et a1.,2003; Kelley et al., 1993).) - lvasa Depan
; sajtos dkk., 2010). Pemulihan layanan
diakui
sebagai elemen utama untuk mendapatkan kepuasan konsumen (Andreassery 2001; Pajak dan Brown, 2000), serta menjadi signifikanuntuk
kegiatan pemeliharaankonsumen (stauss dan Friege,
1.999).Temuan Studi
Kemarahan Konsumen (2015) menunjukkan dampakpositif
dari pemulihan yang berhasil pada reputasi merek. Tanpa resolusi yang berhasil, Ioyalitas merek tidak akan meningkat. Pada tahun 2015, sebagian besar pengadu kecewa dengan cara organisasi menghadapi situasi tersebut(studi
Kemarahan Pelanggary 201,5).Menurut Harrison-walker
(2019) , 86',/"konsumen kecewa, sedangkan 52% tidak pernah kembali ke bisnis dan membagikan berita negatif
dari mulut
kemulut.
situasiini
tetap ada meskipun pemulihan pelayanan yang dilakukan berhasil meningkatkan keuntungan dan keperryaan customer, sementara pemulihan yang buruk menyebabkan hilangnya pendapatan yang besar (Harrison-Walker, 2019).Ketika pemulihan kuat, yang ditentukan oleh tingkat kepuasan pelanggan setelah pemulihan kegagalan layanan (Balaji et a1.,2017),30% konsumen meningkatkan pengeluaran mereka, tetapi ketika pemulihan
bwuk,
63o/"konsumen menghabiskan lebih sedikit (Harrison-Walker, 2019)'
Penelitian sampai saat
ini
telah melihat efek langsung dari impact berita negatif yang disebarkan dari mulut ke mulut, balas dendam, niat mengakses pelayanan kembali dan penghindaran (Harrison-walket, 2019;Mattila, 2001; Sparks dan McColl-Kennedy,2001,; Swanson dan Kelley, 2001; Webster dan Sundaram, 19gB), melakukan verifikasi bahwa teknik pemulihan pelayanan menginspirasi reaksi konsumen yang positif. studi menunjukkan bahwa 3o4o% konsumen senang dengan upaya organisasi dalam menangani keluhan mereka (Andreassen,2007; studi Kemarahan Pelanggan, 2015). Sementara konsumen mungkin senang dengan uPaya pemulihan layanary namun sayangnya mereka mungkin tidak kembali mengakses layanan dan bahkan mungkin memberi tahu ke orang lain tentang kekurangan pelayanan yang Pernah mereka alami'
97
Daftar Pustaka
Alford,
l.
Q002). Defining the Client in the Public Sector:A
Social-Exchange Perspective. Public Administration Reoiao, 62(3),337-345. doi:1,0.1,1,1,1,11,540-5210.00183.Alkadry, M. G. (2003). Deliberative discourse between citizens and administrators:
If citizens talk, will administrators listen?. Administration & Society, 35(2), 184-209.
Atkins, R. (1992). 'Making Use of Complaints: Braintree District Coluncll". Local Goaernment Studies. 18(3). pp.1.6a-171.
Atkinsoo ]ohn W. (1964). An Introduction To Motioation. Canada: D. Van Nostrand Company.
Balaji, M. S., Roy, S. K., & Quazi, A. (2017). Customers' emotion regulation strategies in service failure encounters. European Journal of Marketing, 5l(516),960-982.
Balla S. J. (1998). Administrative procedures and political control of the bureaucrary.
American Political Science Reoiew, 92(3), 663-673.
Barata, Atep. (2003). Dasar-dasar Pelayanan Prima. lakarta: Gramedia.
Barette, ]., Lemyre, L., Corneil, W., & Beauregard, N. (2012). Organizational leaming facilitators in the Canadian public sector. International journal af public
a dmini str ati on, 35 (2), 137 -1. 49.
Daftar Pustaka
Barzelay, M. (1992). Breaking throughbureaunacy: A new aision for managing in
Sooernment' Univ of Califomia Press.
Beauperf F., Camey, T., Chiarella, M., futchell, c., walton, M., Bennett, 8., & Kelly, P. (2014). Regulating healthcare complaints: a literature review. lnternational journal ofhealth care quality assurance.
Bell6, N. (2013). Experimental evidence on the relationship between public service motivation and job performance . Pubtic Administration Raniew, 143-153.
Benaboq Roland, and ]ean, Tirole. (2006). Incentives and Prosocial Behavior. American Economic Rettiew, 96 (5)t 1652-1'578- Doi : 10.1257 I aer'96'5'1552'
Boyne, G. (2002). Public and Private Management: what's the difference? lournal of Managem ent S tu di es, 39 (7) 97 -122.
Bozeman, B. (2002). Public Value Failure: When Efficient Markets May Not Do. Public Administration Reoiew, 62(2), 745-161. doi: L0'1111/0033-3352'00155'
Brewer, A. (2002). Marxist theories of impuialism: a $itical suraey. Routledge.
Brewer, G.A. and selden, s.c. (1998), whistle Blowers in the Federal Civil service:
New Evidence of the Public Service Ettic. lournal of Public Administration Research and Theory, 8, 413-440. httPs://doi.o rg110.1093 I oxfordjournals.
jpafi.a024390
Brewer, G. A., Selderu S. C., & Facer Ii, R. L. (2000). Individual conceptions of public service motivation. Public administration reoieut, 60(3), 254-254'
Brief, A. P., & Motowidlo, s. J. (1986). Prosocial organizational behavi ors. The Academy of Management Reoiew, 11,(4), 770-:/25.
Bright, L. (2005). Public employees with high levels of public service motivation: Who are they, where are they, and what do they want?. Rettisttt of public pusonnel adminis tr ation, 25 (2), 1 38-1 54.
Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees?. Reztiew of public p ersonnel administr ation, 27 (4), 361-379.
Brudney, I. L., & Wright, D. s. (2002). Revisiting administrative reform in the American states: The status of reinventing government during the 1990s. Public Administration Reztisw, 62(3), 353-361'.
Bryer, T. A. (2007).Toward a relevant agenda for a responsive public administration' lournal of Public Administration Research and Theory, 17(3), 479-500'
Camilleri, E. (2007). Antecedents #fecting public service motivation. Personnelrsoieu)' Chambliss, Rollin. (1954). SocinlThoughf. New York Dryden Press'
Chaney, c. K., & Saltzstein, G. H. (1998). Democratic control and bureaucratic responsiveness: The police and domestic violence. Americanloutnal of Political Science,745-768.
99
Chebat, ]ean-Charles and Witold Slusarczyk (2005), "How Emotions Mediate the Effects of Perceived ]ustice on Loyalty in Service Recovery Situations: An Empirical Study," Journal of Business Research, 58, 64-673.
ChristenserL R. K., & Wright, B. E. (2011). The effects of public service motivation on job choice decisions: Disentangling the contributions of person-organization fit and person-job fit. lournal of public administration research and theory,2L(4), 723-743.
Coats, D., & Passmore, E. (2008). Public value: The next steps in public service reform (pp. 1-55). London: Work Foundation.
Crewson, P. (1,997). Public-Service Motivation: Building Empirieal Evidence of
Incidence and Effect. lournal of Public Administration Research and Theory, 7(4), 499-s78. https://doi.o ryl 10.1093 I oxf ordjournals jp art.a024363
De Matos, C. A., Rossi, C. A. V., Veiga R. T., & Vieira, V. A. (2009). Consumer reaction to service failure and recovery: the moderating role of attitude toward complaining. Journal of Seraices Marketing.
Denhardt, I, V., & Robert B, D. (2007). The New Public Seroice: Seroing, Not Steering,
Armonk New York : ME. Sharpe.
Desai, V. M. (2010). Power, legitimacy, and urgency in organizational learning:
Leaming through stakeholder complaints to improve quality in the California nursing home industry.lournal of Leadership
I
Organizational Studies, 17(3), 26+275.Dowding, K., & ]ohn, P. (2008). The three exit, three voice and loyalty framework: A
test with survey data on local services. Political Studies, 56(2),288-31,L.
Dowding, K., ]ohn, P., & Rubenson, D. (2012). Geographic mobility, social connections and voter fl:rnout. lournal of Elections, Public Opinion and Partics,22(2), 109-122.
Doyle, L., & O'Briery I. e020). A cacophony of protocol: Disability services in the context of the Covid-19 pandemic. Irish Journal of Sociology, 28(3), 370-374.
Dwimawanti, I.D. (2004). Kualitas Pelayanan Publik (Sa1ah Satu Parameter Keberhasilan Otonomi Daerah). "Dialogue". Jurnal llmu Administrasi Dan Kebij akan Publik (IIAW ), 1(1), 108-116
Erikssoru Erik; Andersson, Thomas; Hellstrom, Andreas; Gadoliry Christian;
Lifvergren, Svante (2019). Collaborative public management: coordinated value propositions among public service organizations. Public Management Reoiew, 1-22. doi:10.108011.4719037.2019.1.604793.
Esteves, 1.; Joseplt R. C. (2008). A comprehensive framework for the assessment of eGovernment projects., 2qD, U,8-i132. doi:10.1016/j. giq.20A7.M.009.
Faseluka, G. (2010). Civil service administration and effective service delivery for evelopment. In: Omotosho F, ,A.gagu AA, Abegunde O (eds) Govemance,
politics and policies in Nigeria: an essav in honour of Prof. Dipo Kolawole.
Editions SONOU d'Afrique (ESAF), Porto Novo, pp 424428'
Fatma,M.,KhaoI.,&RahmarLZ.(2076)'TheeffectofCSRonconsumerbehavioral responses after service failure and recovery . European Business Reaiew.
Faulkner, N., & Kaufman, S. (2018). Avoiding theoretical stagnation: a systematic review and framework for measuring public valte. Australian lournal of Public Administration,TT(l),69-86.https://doi'org/10'11]'U1467-8500'12251
Fecikov4 Ingrid. (2004). An index method for measurement of customer satisfaction' The TQM Magazine, 16(1), 57 46. https://doi.or8/10. 1 108/095 447 80410511498 Gaspersz, vincent. (2003). Total Quality Management. ]akarta: PT. Gramedia Pustaka,
cetakan ketiga. hlm. 33.
Gherardi, s. (1999). Learning as problem-driven or leaming in the face of mystery?.
Or ganization studies, 20(1), 101,-123'
Gildenhuys, l.s.H. (ed.) (1988). South African public administration: past present and future. Pinetown: Owen Burgess.
Gildenhuys, J s]H. (1997). Introduction to the management of public finance: A South African perspecti,.te. CaPe Town: ]uta.
Glaser, M. A., & Denhardt, R. B. (2000). Local government Performance through the eyes of citizen s. lournal of Public Budgeting, AccountinS
I
Financial ManaSement.Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, Performance, and Producnvity' loutnal of Apptied psychorogy, g3(1), 48-s8. https://doi.o tg110.103710021.'9070.93.1.48 Griffiru Ricky w dan Ronald J. Ebert. (2007). Bisnis.Jakarta: Erlangga.
Gronroos, C. (1982). Strntegic Management and marketing in the seroice sector fi'st ed')' Helsingfors: swedish school of Economics and Business Administration.
Gronroos, c. (1984). A service Quality model and its marketing implications. European
J ournal of Marketing, l8(4), 36-44.
Gronroos, c. (1988). service Quality: The six criteria of good perceived service. Rettiew of Business, 9(3), 10-13
Haarmann, A., Klenk, T., & Weyrauch, P' (2010). Exit, Choice_and \Atrhat About Voice?
public involvement in corporatist healthcare states. Public Management Rettiao, 12(2),213-231.
Hall, D. T., Schneider, 8., & Nygrery H.T. (1970). Personal factors in organizational identification . Administr atiz.te science quarterly, 17 6-190'
Harrison-walker, L. J. QOlg).The effect of consumer emotions on outcome behaviors following service failure. lournal of Serttices Marketing'
Hess Jr, R. L., Ganesan, S., & Kleiru N. M. (2003). service failure and recovery: the impact of relationship factors on customel satisfaction. lournal of the academy of m arke t in g s cien ce, 31 (2), 127 -1 45.
COMPLAINT HANDLiNG DALAM PELAYANAN PUBLIK
Herzberg,F.(1965).WorkAndNatuteofMan.Clevaland:WorldPublishing.
Flirschman, A ,o. (1970). Exit, zloice, andloyalty: R*pons* ta decline infirms, organizations, and states Uol.25). Harvard university press'
Hobbes, T. (1994). Human Nature and De corpore Politia. ox{ord: oxford University Press.
Hofstede, G. (2001). Culture's Consequences: Contparingvalues, Behaaiots, lnstitutions, andOrganizationsAqossNations,2nded'Sage',CA:ThousandOaks'
Hoggett,P.(2003).ThepoliticsofthemodemisationoftheUKwelfarestate.In
Towards a Post-Fordist Welfare State? (pp' 49-59)' Routledge'
Ikome, F. N. (2007). The political economy of African regional initiatives Midrand:
Institute for Global Dialogue.
Ingraham, P. W., & Moynihan, D' P. (2001)' Beyond Measurement Managing for'
Quicker, Better, Cheaper?: Managing Performance in American Gooetnment, 309.
]aworski, B. ]., & Kohli, A. K. (1993). Market orientation: antecedents and consequences' lournnl of marketing, 57(3), 53-70'
]ohnson, M. D., Gustafsson, A., AndreasserL T' W', Lervik, L'' & Ch+ ]' (2001)' The evolution and future of national customer satisfaction index models ' lournal of economic P sy cholo gy, 22(2), 217 -245'
]ohnstory R. and Clark, G. (2005). Seraice Operations Management' 2nd edn' Essex:
Prentice Hall.
]ones, Charles O., (1970). An lntroduction to the study of Public Policy. Belmont, CA:
Duxbury Press'
]orgensen, Torben Beck; Vrangbek, Karsten (2011)' Value Dynamics: Towards a Framework for Analyzing Public value Changes. lnternational loutnal of Public Administration,34(8),486_496.doi:10.1080/01900592.2011,.583776.
]uwandi, Hendy Irawan. (2004). Kepuasan Pelayanan lasa'Erlangga' ]akarta'
Kapucu, N. (2006). The EvolvingRole of the Public Sector in Managing Catastrophic Disasters: Lessons Learned. Administration
I
Society, 38(3), 279-308'dai.10.117 7 I 009 53997 062897 18'
Kathi, P. C., & Cooper, T. L. (2005). Democratizing the administrative state: Corurecting neighborhood councils and city agencies. Public Administration Rettiao, 65(5), 559-567.
Kearney, R.; sinha
c.
(1988). Professionalism and bureaucratic responsiveness:Conflict or compatabillty. Public Administration Reaieut'
Kearns,D.(2004)ArtTherapywithaChildExperiencingSensorylntegration
Difficulty.ArtTherapy:lournaloftheAmericanArtTherapyAssociation'2L'95-101. https://doi.org/10.1080 I 07 421'556'2004'1'012955L'
Kelley, S. W., Hoffman, K. D., & Davis, M' A' (1993)' A typology of retail failures and recoveries' lournal of retailing, 69(4), 429-452
Daftar Pustaka
Kelly, J. K., Rasch, A. and Kaliz, s. (2002). A trlethod to estimate pollen viablility from pollen size variation. Amer. J. Bot' 89 (6): 1021-1023'
Kim, S., &Vandenabeele, W. (2010). A shategy for building public service motivation research internationally. Public adnritistration retsie\/, 70(5),701-709.
Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions,andmanaSerialimpllcations.Journalofmarketing,S4(2),|-|8.
Kotler, Philip. (2005). Manajemen Pemasaran Edisi Kesebelas Jilid 2. Jakarta: Indeks.
Kotler, Philip dan Amstrong, Gary. (201a). Prinsip-prinsip Manajemen Edisi L4 lilid 1'
Jakarta: Erlangga.
Kotler, P., & Keller, K. L. (2009). Manajemen Pemasaran' Kluckhohn, C. (1962). Culture andbehattior' Free Press Glencoe'
Lamb, C. F., & Phelao c. (2008). Cuitural observations on vietnamese children's oral health practices and use of the child oral health services in Central sydney: A qualitative study. Australian Journal of Primaty Health, 1'4(l),75-81 '
Lawler, E.E. (1973).Motivation in work organisations. Monterey, CA: Brooks/Cole.
Lewis, 8.R., & spyrakopoulos, s. 2001, service Failuresand Recovery in Retail Banking:
the Customers' Perspective, Y o1.19, N o'1, pp'37 - 47'
Lewis, G. ; Franhs. (2002).IMoWants toworkfor the Gooernment?. Public Administration Reoiew, 62(4), 395404. doi:10.11 1U0033-3352'00193'
Lindquist, K. A. (2013). Emotions emerge from more basic psychological ingredients:
A modern psychological constructionist model. Emotion Reoiew, S(4),356-368.
Lowi, T. (1969). The end of liberalism.
Lyon, D.B and Powers, T'L. (2001). 'The Role of Complaint Management in the Service Recovery Process'. I ourn al of Qu ality Imp t ott em ent, 27 (5)' pp'27 8-286'
Manring, N. J. (1994). ADR and administrative responsiveness: Challenges for public administrato rs. Public Administration Rettiew, 197 -203'
Mattila, A. s. (2001). The impact of relationship type on customer loyalty in a context of service failures. loutnal of seraice research, 4(2),91-101'
Mattil4 A. S., & Ro, H. (2008). Discrete negative emotions and customer dissatisfaction responses in a casual restaurant setting. Journal of Hospitality
I
TourismRes e ar ch, 32(1), 89-lO7 . doi10.1177 I 109 6348007 30957 0'
Maxham III, J. G., & Netemeyer, R. G. (2002). A longitudinal study of complaining customers' evaluations of multiple service failures and recovery efforts.lournal of marketing, 66(4), 57 -7 1.
McKevitt, D. (1998). Managing Core Public seroices. oxford: Blackwell Publishers Ltd' Meier, K. ]., O'Toole It, L.J., & O'Toole, L. ]. (2006)' Bureaucracy in a democratic state:
A goaernance perspectioe. ]HU Press.
Melkers, ]., & willoughby, K. (2005). Models of perfurrrance.measurement use in local govemments: Understanding budgeting commurfcation, and lasting effects.
Public Administration Review, 65(2), 180-190.
Migacz,5.1., Zou, S., & Petrick, I. F. (2018). The "trerminal" effects of service failure on airlines: Examining service recovery with justice theory. loutnal of Traztel Research, 57(1), 83-98.
Minnaar, F. (2010). strategic and performance mfrnaSen ent in the public sector. soulh Africa : Van Schaik.
Moe, T. M. (1991). Politics andtheTheory of Organization. JL Econ. &Org.,7,106.
Mokoginta, M.8., Sugihen, 8.G., Susanto, D', Asngari, P.S. (2009). Karakteristik Pelanggan dan Persepsi Pelanggan Terhadap Pelayanan Puskesmas Kota Kotamobagu dan Kabupaten Bolaang Margondoe Utartu Provinsi Sulawesi U tara. I urnal P eny uluhan. 5 (1).
Monrad, M. (2020). Self-reflexivity as a form of client participation: Clients as citizens, consumers, partners or self-entrepreneurs. lournal of Social Policy, 49(3),546-563.
Moynihan, D. P., & Pandey, S. K. eOAn. The role of organizations in fostering public service motivation. Public administration rcoiao, 67 (1), 40-53.
Moore, M.H. (1995). CreatingPublicvalue: strategicManagementinGooernment London:
Harvard University Press.
Naff, K. C., & Crum, J. $999). Working for America: Does public service motivation make a difference?. Reztiew of publicpersonnel administration, 19(4),5-16.
Naidu, s.P. (2005) Pubtic Administration: Concepts And Theories. New Delhi: New Age International (P) Limited.
Namkung Y., & ]ang s. (2010). service failures in restaurants: which stage of service failure is the most critical?. Cornell Hospitality Quatterly,5l'(3),323-343.
NasutiorL M. N. (2001). Manajemen Mutu Terpadu (Total Quality Management). ]akarta:
Ghalia Indonesia.
NasutiorL Nur. (2004). M anajemenTerpadu (Total Seroice Management). Bogor: Penerbit Ghalia Indonesia.
Ndraha Taliziduhu. (2003). Kbernology (llmu Pemerintahan Baru) 1. ]akarta: Rineka Cipta.
Nordensviird, J., & Ketola M. (2019). Rethinking the consumer metaphor versus the citizen metaphor: frame merging and higher education reform in sweden.
Social Policy and Society, 18(4), 555-575.
o,Flyrrn,
I.
QOOT). From New Public Management to Public value: Paradigmatic Change and Managerial Implications. Azsf ralian lournal of Public Adrninistration, 56, p.3.56.
-i
O'Toole Ir,L.I., & Meier, K. ]. (1999). Modehng the impact of public management:
Implications of structural context. lournnl o.f public administration research and theory, 9(4), 505-526.
ogunna, A. (2004) Fundamental principles of public administration owerri : versatile.
Parasuraman, A.,Zertharnl,v.A. and Berry, L.L. (1985). A conceptual model of service quality and its implication". lournal of Marketing,YoL 49, Fall, pp' 41-50' Pasolong, Harbani. (2010). Kepemimpinan Birokrasi' Bandung: CV Alfabeta'
Perry, B. D. (2000). The neuroarcheology of childhood maltreatment. The cost of child
m altr e atm ent : IMo P aY s, 21- 43.
Perry,I.L. (1996).Measuring public service motivation: An assessment of construct reliability and validity. lournal of public administration research and theory, 6(1), 5-22.
Perry, I.L.; Hondeghem, A. (2008). Building Theory and Empirical Evidence about public Service Motivation. lnternationnl Public Management ]ournal,1l(1),T12.
doi: 1 0. 1 080/1 09 67 490801.887 67 3.
Perry, J. L., & Porter, L. W' (1982). Factors affecting the context for motivation in public organization s. Academy of Management Rez'tiew, 7, 89-98'
Perry,I.L.; Wise, L.R. (1990). The Motivational Bases of Public servt'ce. Public Administr ation Reztiew, 50, 367 -373.
Poister, T. H., & Streib, G. (2005). Elements of strategic planning and management in municipal goverrunent: Status after two decades. Public administration relJiew, 65(1),45-56.
Porter, L. and Lawler, E. (1968). Managerial attitudes and performance,Homewood.
lll:
lrwin DorseY.
Preko, A., & Kwami, S. K. (2015). The influence of psychographic variables on the theory of exit, voice, and loyalty of customer complaints behaviour in banks.
I ourn al of ComP etitia en e s s, 7 (4).
Rainey, Hal G. (1952). Reward Preferences among Public and Private Managers: In
search of the service Etghic. American Reoiew of Pubtic Administration, 16(4):
288-i02
Rainey, Hal G. (2009). l)nderstanding and ManagingPublic organizations. 4th ed. san Francisco, CA:JosseY-Bass.
Rainey,H.G.;Steinbauer,P.(1999).GallopingElephants:DevelopingElementsofa Theory of Effective Govemment Organizations. Journal of Public Administration Research and Theory, g(1),1-32. doi:10.1093/oxfordjournals .jpart.a024401..
Rashman, L., Withers, E., & Hartley, J' (2009). Organizational leaming and knowledge
in
public service organizations:A
systematic review of the literature.lnternational iournal of management reoiews, ll(4), 463-494'
105
COMPLAINT HANDLiNG DALAM PELAYANAN PUBLIK
Rasyid, M. Ryaas. (1996). MaknaPemerintahan Jakarta: PT. Yasif Watampone.
Roberts, N. (1994. Public deliberation: An altemative approach to crafting poliry and setting direction. Public Administration Rmiew, 12+132.
Romzek, B. S., & Dubnick, M. J. (1987). Accountability in the public sector: lessons from the challenger tragedy. Public Adminisfiation Rmiao, 47 (3), 227+38.
Sajtos, L., Brodie, R. J., & \ lhittome, I. (2010). Impact of service failure: The protective layer of customer relationships . Journal of Seroice Research, 13(2),216-229.
Salim, M., Bachri, S., & Febliansa, M. R. (2018). Customer Satrsfacilon (Pubhc Satrsfactron) on Servrces in Admrmstratrve Vrllage Offrce. Asia Pacific Management and Business Application,00T(01), 17-30.httpslldoi.orgl10.2l776l ub.apmba.201,8.007 .01.2
saltzstein, G. H. (1992). Bureaucratic responsiveness: Conceptual issues and current research. Journal of Public Administration Research and Theory, Z(1), 6g-88.
SamuelsorL P. A. (1954). The pure theory of public expenditure. The reoiew of economics and st atis tics, 387 -389.
Schiavo-Campo, Salvatore; Sundaram, Padrampet. (2000). To Serve and to Preserve:
Improving PublicAdministration in a Competitive World. @ Asian Deoelopment Bank. httpl lhdl.handle.net/115401278. License: CC BY 3.0 IGO.
Sctrtifer, K. (2003). Customer eoaluations of service failure and recooery gncounters.diplom.
de.
Schumaker, P.D. (1975). Poliry responsiveness to protest-group demands. The Journal of P olitics, 37 (2), 488-521..
Seneviratne, M. and Cracknell, S. (1988).'Consumer Complaints in Public Sector
'
SerVices'.PublicAdministration66.pp.lSl-193.Simmons, R., & Brennan, C. (2013); Grumbles, gripes and grievances: the role of complaints in transforming public services.
Simmons, R., & Brennan, C. (201n. User voice and complaints as drivers,of innovation in public services. Public Management Reoiew,19(8), 1085-1104.
Shinohar4 S. (2018). Exit voice, and loyalty under municipal decline: A difference-in-differences analysis in ]apan. lournal of Public Administration Research and
Theory,28(1),50-56. '
Smith, A. K., Bolton, R. N., & Wagner, J. $999). A model of customer satisfaction wiflr service encounters involving failure and recovery. lournal of marketing
r e s e ar ch, 36 (3), 35 6-37 2.
Spano, A. (2009). Public value creation and managernent control systems. lnternational lournal of Public Administation, 32 (3-4), 328-348.
Sparks, 8., & Fredline L. (2OOn. Providing an explanation for service failure: Contex!
content, and customer responses. Journal of Hospitality €t Tourism Research, 3L(2),241.-250.
Daflar Pustaka
,
Sparks, B. A., & McColl-Kennedy, I' R' (2001) Justice strategy options for increased customersatisfactioninaservicesrecoverySetlifig.IournalofBusinessResearclt, 54(3),209-218.
Spencer,
L. &
Spencer,S.
(L993)'
Competenceat
Work: Modelsfor
SuperiorPerformance. New York: John Wiley & Sons' Inc'
Spicker, P. (2009). The nature of a public service. International journal of public arlministration [online], 32(1'1), pages 97 0-991'
Staats,ElmerB.(1988).PublicServiceandthePubliclnterest.PublicAdministration Rettiew, a8Q)' P 601-605'
Stauss,B.,&Friege,C.(1gg9)'Regainingservicecustomers:costsandbenefitsof
regain management. lournal of Serrtice Research' 1'(4)' 347-361'
Stazyk, E. C. (2009, October)' Crowding out intrinsic motivation? The role of performance-relatedpay.Inl\thNationalPublicManagementResearch
Conference.
Steers, R. M., Mowday, R' T., & Shapiro, D' L' (2004)' The future of work motivation theory. Academy of management Reoiew' (29) 3' 379-387 '
SteeryT.P.S.,Rutgers,M.R.(2011)'Thedouble-edgedsword:publicservicemotivation' the oath of office and the backlash of an instrumental approach. Public Manag'
Rea.73(3),343-361.httPs://doi'orgllO'1080114719037'2011'553262'
stoker, G.(1998). Governance as Theory Five Propositions.International social sciences lournal,Vol'50,No.155,1998,pp'17-28'dol-l'0'11'Lu1468-2451'00106'
Stone,M.(2011).,LiterafureReviewonComplaintsManagement,,JournalofDatabase Marketing
I
Customer Strategy Management 18' pp'108-122'Sundaram,D.S.,Mitra,K.,&Webster,C'(1998)'Word-of-mouthcommunications:A motivational analysis. ACR N orth American Adoances'
Swanson, S. R., & Kelley, S' W' (2001). Service recovery attributions and word-of.
mouth intentions. European Journal of Marketing' The Cambridge International Dictionary'(1996)'
Tjiptono, F., dan Diana, A. (2015)' Pelanggan Puas? Tak Cukup!' Yogyakarta: ANDI' Torfing J. (2019). Collaborative innovation in the public sector: The argttment' Public
M an a gem en t Reoi ew, 2l (1), 1 -11'
Triawan. (2077). Anatisis Faktor - Faktor Yang Memengaruhi Kepuasan Konsumen Terhadap Penggunaan lasa Listrik Pada PT'PLN (PERSERO) Cabang Balong' Ponorogo:
Universitas Muhammadiyah Ponorogo'
Undang-undang Nomor 8 Tahun 1999 tentang Perlindungan Konsumen' Undang-undang Nomor 23 Tahun 2014 tentang Pemerintahan Daerah'
Vandenabeel e,W.2007.Public service motivation as an element in job retention' Paper presented at the IRSPM XI conference' Potsdam'
107
COMPLAINT HANDLING DALAM PELAYANAN PUBLIK
Walle, S. and Scott, Z, (2009). The Role of Public Setvdm in State- and Nation.building:
Exploring Lessons from Eutopean History for Ftagile Sfafes' GSDRC Research Paper,GovernanceandSocialDevelopmentResourceCentre,Birmingham.
weun, s., Beatty, s. E., & Jones, M. A. (2004). The inrpact of service failure severity on service recovery evaluations andpost-recovery relationships. /ournal ofseroices marketing.
Wittmer, D. (1991). Serving the people or serving for pay: Reward preferences among government,hybridSector,andbusinessmElna8ers.PublicProductillityS Management Rwiew, 14, 369 -383' http://dx'doi' ot gl 10'2307 I 3380953
Wood,B.D.,&Waterman,R.w.(1991).Thedl.rramicsofpoliticalcontrolofthe
bureaucracy. American Political Science Reoian, 85(3)' 801-828'
Wright,T.A.(2003).Positiveorganizationalbehavior:Anideawhosetimehastruly
come. I ournal of Or ganizational b ehaoior, 24(4)' 437 -442'
WrightB.E.,&Pandey,S.K'(2008).Publicservicemotivationandtheassumption
of person-organization fit: Testing the mediating effect of value congruence' Administration & Society, 40(5), 502-52't"
Yang, K., & Callahan, K. (2007). citizen involvement efforts and bureaucratic responsiveness:Participatoryvalues,stakeholderpressures/andadministrative practicality. Public administration retsiew, 67 (2)' 249-264'
Yang, K., & Holzer, M. (2006). The performance-trust link: Implications for
performance measurement. Pubtic administration rer.tie,w,65(1),11.4'126'
Yong,W.J.,Hernandez,M.D',&Minor,M'S'(2010)'Webaestheticseffectson perceivedonlineservicequalityandsatisfactioninane-tailenvironment:
The moderating role of purchase task. loutnal of Business Research, 63(9-1'0), 935-9 42.http://dx.doi. or gl 10'1016 I i'jbusres'2O09'01'015