Abstract:
The main problems in service quality programmes seem to stem from methods and
strategies used rather than actual service quality improvement itself. The present
study is based on a questionnaire survey of organisations that had in fact implemented
a service quality strategy. Several organisations studied here, indicated that the
implementation of these programmes without measuring results, ended up wasting
resources on non-value adding uses. This can be partly attributed to the complexity
of available software. Another problem arises because organisations fail to
understand the dynamics of change. Service quality was thus seen as a quick fix,
treating symptoms instead of underlying problems. This study concludes that
organisations should implement such strategies not only with commitment but correct and with relevant information and knowledge.
