Northern Cape Department of Educations Service Standards - Research Proposal Example

Table of Contents Table of Contents 1 Introduction 2 The Problem 3 Aims of the Study 8 Objectives 8 Literature Review or Secondary Research 9 Research Methodology 13 Research Questions 14 Target Population and Sample Size 15 SERVQUAL Instrument 15 Service Quality Questionnaire 16 Preparation of the Research Instrument 25 The Research Instrument 25 Conclusion 26 References 27 Bibliography 29 Introduction The department of education of Northern Cape provides service to a wide range of universities and colleges in Cape region of South Africa. The service standards that are offered by the department of education are analysed here by assessing and evaluating the expectation of the internal customers like the employees, students and other supporting staffs who are attached with the departmental setup. A departmental setup or management goes for a turnaround strategy when the departmental setup is underperforming. The turnaround strategy when implemented tries to bring the distressed and underperforming departments back into normal performing setup. The acceptable level of solvency, liquidity, profitability, and cash flow are the basic objectives of a turnaround strategy. The management also try to focus on certain turnaround strategy components like managing, funding, stabilising, fixing of the distressed components to revert back the organisation to working profitably and also to bring back stability into the associated activities of the department. The service standard of the organisation holds the key in judging their capability and analysing their success. In this dissertation also, the success of the department is aimed to be judged on their performance after the turnaround strategy. In the proposed topic of discussion for the dissertation, the views of the internal customers of the departments are noted and analysed to judge their opinion and expectation from the turnaround strategy of the department (Corporate Renewal Solutions, 2009). The Problem The Northern Cape Education Department (NCED) has moved from an effective and efficient department, to one with many management challenges. In 2006, the Northern Cape boasted the best matric pass rate, with good financial and administrative systems and reports. The NCED ended the financial year of 2008-09 with an over expenditure of an amount of R171 million. Also, they had an accrual of R65 million and unauthorized expense was that of R125 million. The department also spent extra on the grounds of compensation of employees by R228 million. The department also received a third consecutive disclaimer as audit opinion for the financial year of 2008-09. The reasons for it were as follows: Incomplete asset register Irregular expenditure Payable and receivables with no supporting documents relating to it meant that the educational setup associated with the department like schools felt the impact of the events at the beginning of 2009 Employee costs and other transactions were not vouched by the needed supporting documents The late transfer of the financial allocation to school by the department Non-delivery and also late in providing learner and teachers supporting material Learners’ transport related problems caused by transporters not being able to use the ride as a result of non-payment on the part of the department In the present financial year of 2009 – 2010, the projected over-expenditure of R165 million was estimated in the beginning of the year. There was an added pressure for dealing with carried over accruals of R65 million. Due to this scenario, there were some inevitable cost-containment measures taken to mitigate such situation. This meant an extensive level of re-prioritisation, and also reduction in on-site support for the schools and only implementing the prioritised basic and key services to schools. In some other measure taken for affecting the savings goods and services were under-spent by R61 million. It was achieved by radical minimization of service delivery like suspending of travelling by officials, blocking telephone calls. The factors like service delivery, priority focus, and performance outcome in the NCED for the 2009/2010 financial year was significantly and completely determined by: The deterioration of administrative systems for supporting service delivery and The financial outcomes of 2008/2009 and the financial pressures at the outset of the 2009-2010 financial year. In response of this reality, the NCED did adopt a two-pronged approach for the service delivery and also for meeting its performance obligations. In the first approach the non-negotiable education outcomes of the ‘09/10 Annual Performance Plan’ were given priority. To this effect the school was placed at the centre and all basic services to schools were given maximum importance. In the second approach a ten-point turn-around strategy was implemented for addressing the financial problems and also weaknesses in the administration. The 09/10 Annual Performance Plan of the NCED was therefore extremely compromised and subjected to intense re-prioritisation. Against this background, the assessment of service quality could provide important feedback to improve on the services provided to its internal clients. The department is faced with a massive task of restoring its sound financial and administrative position. The internal clients’ belief towards the department and its capability of handling any such issues brings back stability in the entire departmental structure. The department’s response in dealing with these challenges and successfully tackling it is highly dependent on its internal clients as they are its first line of contact. The perception of schools and their staffs regarding the service quality is a very important analysis. Assessing their perceptions becomes an important step in informing interventions which could start addressing some of the perceptions, giving the department a better chance at improving its basic mandate of quality service delivery. Service delivery can always be administered better if the service provider takes an opinion of the people to whom the service is going to be implemented. The need for the study is further strengthened by the Public Service Regulations (C1 & C2, No. 20117, July 1999) which specify that an executing authority shall establish and sustain a Service Delivery Improvement Plan (SDIP) for her/his department, which should incorporate service standards. The study thus focuses on the internal services provided by the administration units at the provincial department whose primary function it is to provide a wide variety of internal customers with various types of administrative services. The Public Finance Management Act (Act No. 1 of 1999) stipulates that strategic plans cannot be developed in isolation and that they must be integrally linked to a department’s Service Delivery Improvement Plan. Moreover, the PFMA emphasizes the importance of regular monitoring and reporting against measurable objectives that are linked to outputs and service delivery indicators (section 27(4) of the PFMA). From the above discussion, it is quite clear that service standards become central in attempting to rectify the current position, the department finds itself in. By assessing clients’ perceptions and expectations, this study will assess and advise the department on possible strategies to be developed that will address negative perceptions through overall service improvement, thereby consequently addressing a serious management problem in the Northern Cape Department of Education. Aims of the Study The aim of this study is to investigate the Northern Cape Department of Education’s service standards provided to its internal clients, by assessing their perception and expectations of the services provided by the provincial official and administrative units. Objectives To use the SERVQUAL instrument, in the administrative wing of the department of education, to assess internal clients levels of satisfaction on the quality of administrative services provided by the provincial office of the Northern Cape Education Department. To assess the internal clients’ (district officials) perceptions and expectations of the services they receive using SERVQUAL. To recommend intervention strategies for the Northern Cape Education Department, to improve service standards and present them with a contextual tool to assess service standards in the department. Literature Review or Secondary Research Literature review or secondary research is the most critical and also the important aspect of a research proposal and dissertation. It provides a detailed analysis of existing theoretical knowledge about the given topic of study. This can be completed by selecting a relevant coursework from the studied MBA curriculum and incorporating the literature part into the topic as required. In this section, the current sources i.e. sources that are less than five year old has to be incorporated. In the discussion for the given topic, service standards for a consumer section can be looked upon. In the global context, how a company tries to implement strategy to keep the consumer section happy can be evaluated. Also the use of turnaround strategy in the context of corporate sector can be evaluated to judge the process by which the management handles the situation to recover a non profit making business segment. Failure of a corporate business unit is part of modern day business activity. The business organisations generally face a scenario when they have to look for turnaround in their business activities to save the business segment. A company which is falling should not be written off as it can be managed back to its’ earlier status by using a good turnaround strategy (Thompson, 2004). Generally companies transform themselves into profitable, strong enterprises after incorporating a turnaround. This turnaround scenario generally varies from one company to another. There are certain elements common in almost all such turnaround cases. A turnaround like situation is normally caused by some kind of financial distress like reduction in sales, fall in market share; or decrease in the share prices of the company, and also losses in business segments, quarter after quarter. Managements have to consider these scenarios and trends as warning signals. These events are generally quite separate from ordinary business fluctuations. A declining company generally looks loss in income from their business segment as sign of constant decline. Some other reasons that force a decline in a company are as follows: Income-generating capacity of business unit is limited by implementing a system which implements a selling price that is usually administered. Government regulations also sometimes force a decline in a company. Inability of dealing with a foreign manufacturer, also removal of tariff barrier sometimes forces a company to face a reduction of sales of their products. Product obsolescence forces a company to loose on huge amount of market share as they have repositioned their marketing and product related strategy to recapture the lost consumer segment. Diversification sometimes affects the core competencies of a company in such a way that they lose out on developing on their existing product or brand strength in trying to serve a diverse consumer segment. Market share is an extremely vital component in case of a company to progress against their competitors. A loss in it because of poor quality of product and also faulty policies regarding prices, forces a company to look for revival against the slump and go for turnaround. Turnaround task of a company generally begins with a replacement of the existing CEO. A company looks for introducing a new CEO who has had an experience in the process of retrieving a company from the situation of trouble. For attracting a CEO of credential the compensation package is big factor. The company has to decide on an amount which is commensurate with the problems that the CEO who will be taking over inherits, as the person has to deal with them in the new company (Srinivasan, n.d.). Refocusing of attention to the company’s core competencies should be the focus of a company in turnaround strategy as many a times companies finds themselves in the business segments which they didn’t intend to venture originally but they stumbled upon such segment due to a various business and non business related reasons (Saee, 2008). Company failures in business sectors have become more and more identifiable with such scenario of unrelated businesses, creating an effect in their core competencies. Many a times companies find that the business segments in which they had a stranglehold for many years, is being threatened by the competition in the global level, which strikes the company at the root of their existence (Pandit, n.d.). Crafting a strategy in the business segment generally deals with preparing a strategy which involves the determination of certain factors like whether to concentrate on a single business unit or to focus on a diverse business strategy, whether to cater to a particular niche consumer segment or to emphasize on a wider range of consumers (College of Business, n.d.). Also other strategies like developing a product line i.e. whether to go for a wider or narrow product line, pursuing a competitive strategy based on low cost or product based superior quality are all involved in crafting a decision in case of management of a company (College of business, n.d.). The customer expectation and perception is a very important marketing instrument used by the marketers. This can be judged by using the GAP model related to service quality. This model is based on measuring and evaluating the service quality. The gap model places the important concepts of services marketing in a way which focuses mainly on customers and also prepares the task of the organisation around it. This strategy tries to look into the factors which can help the organisation to bridge the gap between customer expectation and also perceptions. The model was proposed by Parasuraman, Zeithaml and Berry. The model looks at five kinds of gaps that generally occur in service providers which detracts the consumers from selecting a particular brand. The gaps are stated like for Gap 1 not knowing the expectations of the customers, Gap 2 not being able to select the correct service providing designs and also standards, Gap 3 is regarding not being able to deliver according to the service standards, Gap 4 tells about mismatching of performances from the promises, Gap 5 searches about the underlying reasons behind the gap in service providing to the customers. Among these five gaps that are discussed, the service quality related gaps and the customer related gaps are most vital. In order to increase the customer satisfaction level, companies need to look very carefully into their existing service providing techniques to judge if they are lagging behind or not. Service quality is basically judged during the delivery process (Koch & Kreutz, 2004). Customers generally compare performance of the service providing company with the expectations that they had from the company. In case, a service provider is able to perform and deliver service quality above the expectations of the customers then the customers become pleasantly surprised and also associate themselves more with the brand and become a regular receiver of their service. On the other hand, if the expectations aren’t met then the service quality is considered not acceptable (Atilgan, E. & Et. Al., 2008). Therefore, the service provider loses on a consumer segment and also on earning profits. In turn, the company looks for turnaround from their existing diabolical stages. Thus, for a service providing company not meeting the customer expectations and perceptions are often interlinked with the need for a turnaround strategy to revive the dying business. Research Methodology The research methodology part is one of the most important parts of any dissertation. The part generally deals with identifying and discussing the design of the given topic. Research methodology provides theoretical underpinnings on the research design, target population, sampling process, and also on the development of research instrument. In the discussion, some other things that are to be considered are ethical considerations relating to the topic, processes involved for data collection and subsequent analysis as well as limitations of the study. The statistical analysis is also completed in this section by using methods like questionnaire and interpreting the findings from the respondents by using graphical analysis and other statistical methods like hypothesis testing. Research methodology provides a summarized and statistical view to the research topic and also helps in understanding the research more clearly. For completing the research on the given topic an action research approach will be followed. The data used will be collected from internal clients, namely 20 district officials from each respective geographical district. An adapted version of the SERVQUAL instrument will be administered for assessing the expectations and perceptions of the administrative units at the provincial office. Research Questions In completing the research, the following questions are to be addressed here: 1. Are internal clients satisfied with the quality of service provided by the administrative units at the provincial office? 2. What are clients’ perceptions and expectations of the services they receive? 3. What intervention strategies can be employed to improve service delivery in the department? Target Population and Sample Size The study will use quantitative methods. The Northern Cape Department of Education has 5 geographically based districts, thus a questionnaire based on SERVQUAL will be administered to 20 district officials / staff members. The sample will consist of officials and staff members at various levels in the district hierarchy (managers, middle managers, administrative staffs and support staffs). A sample of 100 respondents will thus be identified. SERVQUAL Instrument SERVQUAL instrument is a statistical tool used by service marketers to ascertain any kind of act perceived or actual gap between the customer expectations and perceptions about the offered service. The model is developed by Parasuraman and Zeithaml. The model consists of five basic dimensions like: Tangibles which deals with physical facilities, appearance of the personnel and equipment options. Reliability that provides an understanding of the ability for performing the promised services unvaryingly and also accurately. Assurance as it deals with knowledge and also the courtesy part of an employee and also the ability of inspiring confidence and also trust. Responsiveness which deals with willingness of helping the customers and also providing prompt service when required by the customers. Empathy part of the model deals with understanding of the need of the customers by showing care and also individualised approach and attention towards its customers. SERVQUAL instrument uses these five dimensions to judge a service quality and performance. Also, Likert Scale with seven points is used for measuring the customer expectations and also their perceptions (Shahin, n.d.). Service Quality Questionnaire SERVQUAL instrument will be used as following for the topic of discussion in the dissertation. Northern Cape department of education Service Quality Questionnaire 1. Section A: General information Age Sex Unit Designation 2. Mark with an X (Choose from which district you belong) District Name A. Frances Baard B. J T Gaetswe C. Namqua D. Pixley Ka Seme E. Siyanda 3. How often do you use services provided by head office (provincial office)? A. Daily, B. Once in a Week C. Once in a Month D. Once in a year E. Other 4. Which services do you use? A. Human resources B. Finance & supply chain management C. Curriculum and assessment services D. School management administration and support E. Policy planning, quality assurance, information management systems, science and technology, district coordination In the Section B: Listed are five service features which are relevant to the education sector. There are 100 points distributed among the five features that are indicated to the performance segment. The five features are as follows: Tangibles: The physical appearance of the provincial office, the provincial staff, facilities and communications materials Reliability: The ability of the provincial staff to perform the promised service dependably and accurately. Responsiveness: The willingness of provincial staff to help district officials and provide prompt service. Assurance: The knowledge and courtesy of provincial staff and their ability to convey trust and confidence. Empathy: The caring individualised attention that provincial staff provide to district officials. In this case, the total percentage will be considered as 100. In the Section C, there will be a questionnaire of the expectations and perceptions of the provincial administrative services which are based on the interaction and working relationship. This questionnaire would deal with the opinion of the provincial office staff’s services. These will have to be done by keeping in mind about the provincial office staff and the possibility of them showing the features described in the statements and by picking one out of seven numbers beside each statement. If the respondents’ strongly agree that the provincial office should possess a feature then they have to circle the number 7. If the respondents strongly disagree that the staff should possess a feature then they have to circle 1. If the respondents’ feelings are not strong then they have to circle one of the numbers in the middle. Also, there are no right or wrong answers in the given question set. The expectation from the entire project is to be judged from the responses of the respondents about the number that best shows the expectations about the administrative services at head office. Given below are 2 set of 22 questions in which the five dimensions of the SERVQUAL instrument will be employed. A) Ones Expectations of the Provincial Service. What should it offer? The provincial Office should: 1 2 3 4 5 6 7 1. Have physical facilities that are visually appealing. 2. Have officials who are well dressed and appear neat. 3. Have visually appealing material associated with the service. 4. Have useful signage 5. Inform colleagues exactly when services will be performed. 6. Have officials who are always willing to help the colleagues. 7. Have officials who are never to busy to respond to the district’s request. 8. Provide prompt service to colleagues. 9. Perform all requests as promised 10. Have error free records 11. Perform the ser vices right the first time 12. They are able to locate specific information 13. Speedy service given to colleagues. 14. Have officials who instil confidence in colleagues. 15. Have officials who are sincere in helping colleagues locate information and solve problems. 16. Have officials who are approachable and consistently courteous to colleagues. 17. Having knowledgeable officials to answer questions. 18. Officials that gives you individual attention. 19. Have officials who understand the specific needs of the clients. 20. Have officials who deal with colleagues in a caring fashion. 21. Have officials that have their colleague’s best interest at heart. 22. Office that is easily accessible by telephone. Finally the overall quality of the provided service is analysed. If the respondents have any comments then that is taken into consideration in this section. B) The respondents are asked about their perception of the service. How did it perform? The following set of statements relates to the respondents feelings about the provincial office. For each statement the respondents have to show the extent to which they believe head office has the feature described by the statement. Once again they have to circle 7 if they mean that they strongly agree and circle 1 means they strongly disagree. They may circle any of the numbers in the middle that shows how strong their feelings are. The provincial Office has: 1 2 3 4 5 6 7 1. Physical facilities that is visually appealing. 2. Officials who are well dressed and appear neat. 3. Visually appealing material associated with the service. 4. Useful signage 5. Does inform colleagues exactly when services will be performed. 6. Officials who are always willing to help colleagues. 7. Officials who are never to busy to respond to the district’s request. 8. Does provide prompt service to colleagues. 9. Does perform all requests as promised 10. Error free records 11. Does perform the ser vices right the first time 12. Are able to locate specific information 13. Speedy service given to colleagues. 14. Officials who instil confidence in colleagues. 15. Officials who are sincere in helping colleagues locate information and solve problems. 16. Officials who are approachable and consistently courteous to colleagues. 17. Knowledgeable officials to answer questions. 18. Officials that gives you individual attention. 19. Officials who understand the specific needs of the clients. 20. Officials who deal with colleagues in a caring fashion. 21. Officials that have their colleagues best interest at heart. 22. Have offices that are easily accessible by telephone. Finally the overall quality of the provided service is analysed. If the respondents have any comments then that is taken in this section. Preparation of the Research Instrument It has to be completed by preparing the literature review at the outset. Then, the theme for the research question has to be decided and questions have to be formulated. The questions should be aligned with the literature review and should be aligned with qualitative and quantitative measures. The Research Instrument This must be drawn up aligned with the aims, objectives and literature study. It must take respondents in between 8 to 10 minutes to complete. The questions must provide answers that will help in achieving the outcomes as stated in the problem statement. There must not be more than 20 items in the instrument. These responses must be analysed and compared with the views of the theorists / theories. Assumptions should be avoided here. Research questions, the literature review and the research instrument have to be aligned for the dissertation. Conclusion The dissertation provides an opportunity to understand the reason for NCED management to go in for the turnaround strategy. Also, it provides an opportunity to understand the internal customers’ expectations and perception about the service provided. 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