The Use of the GAP Model Approach Measuring Client Satisfaction - Essay Example

Use of GAP Model Approach in Measuring Client Satisfaction Executive Summary Client expectation is one of the most critical aspects that management of organizations constantly deals with. To this extent, quality provision of services is of essence in trying to meet the needs of the customers. In analyzing the customer needs and level of expectations, the GAP model is used to give an in-depth understanding of how quality is to be achieved. Through this model, it is easier to establish the areas of adjustments as appropriate. The text analyzes North County Breast Screening Unit with respect to quality service provision in meeting the expectations of customer needs. Consequently, the strengths and weaknesses of the organizations are put into perspectives with recommendations given to deal with the issues. The paper ends with a conclusion of the critical aspects discussed. Introduction Customer satisfaction is an area that the management of different institutions takes keen interest in. Quality service provision is a critical aspect that determines whether a company maintains relevance in the market or diminishes. At times, clients meet and talk concerning service provision in a particular institution. In their discussion, there are bound to arise certain issues about expectations towards service provision. In the event that their expectations fall below the expected level, a gap is then created (Austin, 2002 p. 12). Breast cancer is one of the single most phenomena that have provided a new whole level of challenges in this modern dispensation. The dire consequences of this problem have made health practitioners to get back to the drawing board and establish new ways and means of providing better services to the customers (Collier, 2012 p. 13). This is relevant in so far as breast cancer is concerned. North County Breast Screening Unit provides the services of screening the breast to ensure that no patient dies of the cancer disease. In the recent past, the number of people seeking services at the screening unit has increased significantly. The unit offers services to almost half a million people and in with an uptake of services from 70% to 77%. This is above the national quality grid of 75%. In a recent research done on the screen, it unit, the results told it is all about quality of service provision at the unit. A number of patients were interviewed a number of patients together with a selected number of employees (Harris-Wehling, 1995, 67). The results revealed some unique aspects that only need to be put into perspective for proper analysis. From the survey done at the North County Breast Screening Unit, some critical issues can be understood about service provision. Gap Model in measuring client satisfaction The Gap model was established in 1985 by some distinguished authors. This tool is used to determine the level of quality in terms of service provision. It can be used to help raise the level of quality in service provision to the customers (Crefeld, 2012 p. 67). This is critical in the sense that when the clients do not get what they want with respect to service provision, their loyalty to the institution is diminished. Research has shown that customers are most likely to talk about service provision. Not all the time do will the clients visit the same institutions to get services. While others may visit the same institutions, some may go to different places. It is critical to note that when the experiences of the different clients do not meet the expectations with respect to service provision, a gap ensures (Chisolm, 2007, p. 369). This is the essence of the use of gap model in measuring client satisfaction. There are five levels of gaps in this model that form the basis of analysis. GAP 1: Perception of the management and expectation of Clients This is the first phase through which a gap occurs. This gap occurs when the management of an institution does not get it right with respect to customer expectations. There are a number of issues that can lead to this misconception (Erstad, 1998 p. 37). The management may not meet the customer needs just because what they think their perceptions of the wants are misguided to some extent. For instance, the management may think that by introducing technology into the organization will enhance the efficient service provision to the customers. This may not be the case as the customers may just be having a problem with how they are being treated in the organization. To seal this gap where perceptions of the management are misguided in relation to client expectations, two critical aspects are of essence. Before implementing a given policy drive, it is important for the organization or company to do a survey based on the needs of the customers. This is to establish correctly the needs of the customers across the board. The survey is to ensure that the client’s needs are factored into the policy document to the extent that when an implementation is effected the customers are not left crying foul. Consequently, it is critical that proper communication channels to be established between the management and the clients. There should be few protocol issues in so far as communication is concerned (Wang & Bovik, 2006 p. 41). In the event that the customers find it difficult in reaching the management to get information or deliver a message, it is eminent that their needs are not likely to be factored into the implementation report. It is, therefore, imperative for the management to reduce the barriers of communication to open up the system for possible communication. GAP 2: Management specification and quality At some point, the management may establish correctly what the customers needs are. The problem may arise when the provision of quality service is not realized. In essence, it means that the standard of operation is not set in so far as quality is concerned. It is, therefore, of no use to correctly determine the needs of the customers if quality is not enhanced (Johnson & Shulver 2012 p. 54). For instance, a medical doctor may be told to respond to a patients need in a timely manner. The problem would then come with specifications because then the doctor may not be able to know how timely he is supposed to respond. It could either be as fast or possible or in due time, but the details are not given. It is therefore critical that the management establish correctly the specifications of a given service provision (Maydanchik, 2007 p. 87). GAP 3: Specification of quality service and delivery of service In this case, a gap may arise as a result of lack of clear guidelines on service delivery and the quality of the service to be delivered. When an organization's employee does not perform duties to the expected standards, quality is compromised to a large extent (Seth et al, 2005 p. 3). The clients are the worst affected by such tendencies in the sense that their expectations of the service that is to be delivered by a personnel falls below the expected levels. An employee may not have had proper training to perform certain duties and this may prove costly, as the person may not deliver to the clients as required. In essence, a gap is created (Parasuraman & Berry, 1991 p. 43). GAP 4: Delivery of service and Communication in the outside arena Loyal customers and ordinary ones alike always depend on the information provided by the company through various channels like advertisements. An advertisement may state that a given service is to be provided at a given date (AL-Hakim, 2007 p. 45). Based on communication from the company, the customers peg their expectations based on what is to be implemented by the company. The gap occurs when the implementation of a given program is not realized and the expectations of the customers lowered. This is diminishes the clients' faith in the company and service provision (Hernandez, 2010 p. 13). This is critical and it is of the essence that a company meets the deadlines for the programs that are to be offered so that the customers are not left in a limbo with lowered expectations. GAP 5: Service experience and service expected Of all the gaps analyzed, this is a tricky and sophisticated one. Case in point is that a customer may have a higher expectation based on a given service that is to be provided. The scope of delivery of services may not be, as the customer may perceive (Lamb, 2009 p. 161). A gap arises when the experience of the customer with respect to service delivery is not realized. It is critical for the management to carefully outline the scope at which the services are to be offered to ensure that there are no unnecessary high hopes placed on the customer’s expectations. Assessing the quality of the service provided by NCDSU based on its survey results Critically assessing quality provision of service at the organization, it is certain that quality is highly ranked. In the figures provided from the survey, it can be independently verified that through quality scores provided through different criterion, the clients have most of their expectations met (House, 2007 p. 34). The areas of strengths as provided by the quality are in the area of communication, care, competence and courtesy. The organization scores highly in these areas in the sense that the different areas are held in high esteem. Across the board, there is general consensus that the areas are critical in achieving quality in the organization (Kossmann, 2006 p. 12). The customer’s expectations about these entities are relatively high. In this regard, the organization is seen to have met the customer’s expectations in so far as the different entities are concerned. The weaknesses with respect to service provision include access, comfort, responsiveness and functionality. The organization may have a problem with accessibility for the simple reason that the location is not known by a number of people. The facilities of the company may not be up to the expected standards. This means that comfort is compromised to a large extent. The level of responsiveness may be as a result of inadequate specifications on the level at which the personnel are to respond. Perceptions of patients and staff The staffs have high expectations with respect to the quality of service provision. This is for the obvious reasons that the staff may be satisfied with the level of services provided by the company. The staffs ranging from the management of the nurses have a general consensus that the provision of services and the quality is of relative satisfaction. The patients have a different perception concerning the service provision. The patients feel that the nurses are not up to the level they expect with respect to how they treat the customers. Consequently, the patients feel that they do not get the level of attention that they expect to get from the institution. However, there is consensus that there is a level of quality that is of high standards across the board. Except for a few areas that need to be replenished, the level quality service is generally of high standards. Recommendations For the company to achieve some relative high standards of service provision, the following are recommended: The company should focus more on the customers and their needs. There should be a mutual relationship between the management and the clients coming to the organization to seek for the services. The company should specify on the level of response so that the personnel are kept on high alert with respect to responding to customer needs. The company should have sessions where the customers are able to give a response based on the services provided. An action plan has to be drawn to deal with the concerns of the customers. Conclusion Customer satisfaction is a critical aspect that business entities have to deal with keenly. Customer satisfaction determines the level at which the customers are retained and the base broadened (Rhoades et al, 2000 p. 2). In the event that the needs of the customers are not well taken care of, a problem is bound to occur. Quality provision of services is of the essence if the company wants to meet the needs of the clients (Pizam & Ellis, 1999 p. 10). 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