The survey used a Likert survey questionnaire to measure the expectations and perceptions of Center staff in terms of five dimensions of service quality: reliability, responsiveness, assurance, empathy and tangibility. Additionally, employees who have worked remotely in the past two years and those who have not share varying expectations and perceptions about service quality. Based on these findings, the capstone study recommends that the Neighborhood Health Action Center continue to advance service quality and commitment to investing in the SERVQUAL dimension of tangibility.
This baseline study aims to guide the Agency in developing improvement strategies by collecting and evaluating additional data on customer satisfaction and service quality. The main question that the main study aims to answer is: "What is the gap between employee expectations and actual perceptions of service quality in the Neighborhood Health Action Centre, as part of the Public Health Agency?". The purpose of the SERVQUAL application is to seek recommendations for continuous improvement of the quality of service provided by the Agency's Neighborhood Health Action Centers.
It is crucial to understand how employees form expectations and perceive the current service quality at the Center. This capstone study answers the primary question—"What is the gap between employee expectations and the current perceptions of service quality at the Neighborhood Health Action Center, as part of the Greater Metropolitan Public Health Agency?". First, the Center employees rated a list of service quality expectation statements for each of the five service quality dimensions.
The Agency used the SERVQUAL model for the first time to measure service quality; therefore, this capstone study applied a non-weighted approach.
In intention to revise, the overall Cronbach's ⍺ for the supervisors was 0.83 and 0.86 for the non-supervisors. The Cronbach's ⍺ on the expectation and perception scales for supervisors and non-supervisors were 0.91 and 0.87, respectively. The data analysis included one of the five incomplete responses because it contained completed perception and expectation ratings with one incomplete demographic question related to the job title.
22 (96%) of respondents provided complete response data to the demographic questions and provided HIPPA-compliant information about their office titles, supervisor status, and remote work experience from the past two years. Results from the t-test (Table 5) show significant differences in the gap between expectations and perceptions for all five dimensions of service quality. The sample mean scores for the 19 respondents' expectations are consistently higher for all five dimensions than the sample mean scores for perceptions.
The average scores of supervisors' expectations are consistently lower than the average scores of non-supervisors on all dimensions. On the other hand, the highest rated expectation of non-supervisors is certainty, followed by reliability and empathy. The mean scores of supervisors' perceptions are consistently higher on Trustworthiness, Responsiveness, and Empathy than the mean scores of non-supervisors.
On the other hand, the highest rated perception of non-supervisors is Assurance, followed by Trustworthiness and Empathy. The gap between supervisors' expectations and perceptions of service quality The t-test results (Table 6) show significant differences in the service quality gap between expectations and perceptions of tangibility and reliability, indicating that there is room for improvement. According to the average scores, the largest dimensional differences based on the average scores of the differences in service quality by the six supervisors are given to Tangibility, followed by Reliability, Assurance, Empathy and Responsiveness, which is consistent with the overall ratings of the 19 respondents.
However, the results from the t-test show no significant differences in service quality gaps between expectations and perceptions for Safety, Empathy and Responsiveness. Differences in service quality expectations and perceptions between those who have worked remotely during the last two years and those who have not t-test results (Table 10) show significant differences in service quality expectations in Reliability, Responsiveness, Security and Empathy for the ten self-identified employees who had telecommuted in the past two years compared to the seven self-identified employees who had not telecommuted in the past two years. Similarly, the results from the t-test (Table 11) show significant differences in perceptions of the service quality gap in Reliability, Responsiveness, Safety and Empathy for the ten self-identified employees who have worked remotely within the last two years compared to seven. self-identified employees who have not worked remotely in the past two years.
The results show that non-teleworkers perceived a larger service quality gap in Empathy than teleworkers. Best interest, listening to needs, and caring were coded for two of the four comments.
Apply the symbolic framework to identify ways to use the Agency's shared organizational vision, mission, values, and culture when communicating expectations about serving community.
To evaluate the responsiveness of services, the Agency and Community Health Action Centers may use existing statistics, such as the number of letters responded to within 14 days, the number of emails responded to within 14 days, and the number of calls responded to within 30 days. days is answered. seconds. This concept can be influential in further defining the relationship between supervisors and non-supervisors in the Center as it can provide insight into how both roles interact and influence each other (Schieman & Mcmullen, 2008) if Recommendation 2 and Recommendation 3 are implemented .
Kandampully and Suhartanto (2000) argue that one of the key challenges in improving service accuracy is that employees may not have the skills and resources they need to consistently deliver high-quality service.
Meanwhile, the Agency's external stakeholders, such as its community members, health action center partners and city residents, provide the ultimate evaluation of service quality and can provide valuable feedback on their experiences with the organization. The neighborhood as a unit of change for health: Early findings from the East Harlem Neighborhood Health Action Center. Service quality in hospitality and the sustainability effect: Systematic literature review and future research agenda.
This survey is designed to understand your expectations and perceptions regarding the quality of service at your health center. The expectations section of the survey includes statements that indicate the extent to which you think an excellent health center should have. These statements relate to the provision of Health Action Center services to our communities and neighborhoods, which includes, but is not limited to, collaboration with community member(s)/partner(s), coordination of activities, program administration and Health Action Center operations, etc.
The [Name] Health Action Center has up-to-date equipment and technology. The physical facilities. The physical features of the [Name] Health Action Center include positive and inclusive symbols, images and artwork. Materials (pamphlets or statements) related to the service will be positive and inclusive at excellent Health Action Centers.
When the [Name] Health Action Center promises to do something by a certain time, it does it. When a customer has a problem, the [Name] Health Action Center shows genuine interest in solving it. Excellent Health Action Centers will provide the service at the time they promise to do so.
[Name] Health Action Center delivers its service at the time it promises to do so. Staff of excellent Health Action Centers will always be willing to help community member(s)/partner(s). Excellent Health Action Center staff will never be too busy to respond to community member/partner requests.
[Name] Health Action Center employees are never too busy to respond to customer requests. The behavior of employees at excellent health centers will instill confidence in community members.
