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dc.contributor.authorAlexiadou, Chrysi
dc.contributor.authorStylos, Nikolaos
dc.contributor.authorAndronikidis, Andreas
dc.contributor.authorBellou, Victoria
dc.contributor.authorVassiliadis, Chris A.
dc.date.accessioned2017-03-30T13:54:50Z
dc.date.available2017-03-30T13:54:50Z
dc.date.issued2017-11-01
dc.identifier.citationAlexiadou, C., Stylos, N., Andronikidis, A., Bellou, V. & Vassiliadis, CA. (2017) ‘Quality in bank service encounters: Assessing the equivalence of customers’ and front-line employees’ perceptions’. International Journal of Quality and Reliability Management, 34., pp. 1431-1450
dc.identifier.issn0265-671X
dc.identifier.doi10.1108/IJQRM-04-2016-0049
dc.identifier.urihttp://hdl.handle.net/2436/620437
dc.description.abstractPurpose: The paper discusses the need to evaluate perception-based quality in service encounters. It sets out to diagnose potential mismatches in how customers and front-line employees perceive quality in high involvement service settings, based on the premise that any initiatives towards quality enhancement in service encounters is advisable only when employees and customers evaluate quality utilizing common perceptual structures. Design/methodology/approach: The study utilizes invariance analysis. The survey involved 165 bank branches and 1522 respondents (463 front-line employees and 1059 customers) and operationalized the same set of questions for both groups of participants. Multisample Confirmatory Factor Analysis tested a series of measurement models. Findings: Results revealed equivalence for tangibles, responsiveness, and assurance but also mismatches between customers and front-line employees perceptions of reliability and empathy. Practical implications: Findings add to current knowledge of how both groups of participants evaluate quality in service encounters and are discussed with reference to managerial consequences for perception-based quality mismatches. Originality/value: So far only a few studies have simultaneously examined front-line employees’ and customers’ perceptions of service quality in service encounters. Unlike previous research designs, this study addresses the critical aspect of potential mismatches in how customers and employees perceive service quality, and presents a methodological procedure to detect them.
dc.language.isoen
dc.publisherEmerald
dc.relation.urlhttps://www.emeraldinsight.com/doi/abs/10.1108/IJQRM-04-2016-0049
dc.subjectservice encounters
dc.subjectperceptions
dc.subjectinvariance analysis
dc.subjectservice quality
dc.titleQuality in bank service encounters: Assessing the equivalence of customers’ and front-line employees’ perceptions
dc.typeJournal article
dc.identifier.journalInternational Journal of Quality & Reliability Management
dc.date.accepted2017-01-19
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUoW300317NS
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0
rioxxterms.licenseref.startdate2019-11-01
dc.source.volume34
dc.source.issue9
dc.source.beginpage1431
dc.source.endpage1450
refterms.dateFCD2018-10-18T15:47:00Z
refterms.versionFCDAM
html.description.abstractPurpose: The paper discusses the need to evaluate perception-based quality in service encounters. It sets out to diagnose potential mismatches in how customers and front-line employees perceive quality in high involvement service settings, based on the premise that any initiatives towards quality enhancement in service encounters is advisable only when employees and customers evaluate quality utilizing common perceptual structures. Design/methodology/approach: The study utilizes invariance analysis. The survey involved 165 bank branches and 1522 respondents (463 front-line employees and 1059 customers) and operationalized the same set of questions for both groups of participants. Multisample Confirmatory Factor Analysis tested a series of measurement models. Findings: Results revealed equivalence for tangibles, responsiveness, and assurance but also mismatches between customers and front-line employees perceptions of reliability and empathy. Practical implications: Findings add to current knowledge of how both groups of participants evaluate quality in service encounters and are discussed with reference to managerial consequences for perception-based quality mismatches. Originality/value: So far only a few studies have simultaneously examined front-line employees’ and customers’ perceptions of service quality in service encounters. Unlike previous research designs, this study addresses the critical aspect of potential mismatches in how customers and employees perceive service quality, and presents a methodological procedure to detect them.


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