Customer Satisfaction Management Research Articles

Customer satisfaction measurement and management: A processual analysis

Customer satisfaction (CS) measurement has been widely advocated as central to the pursuit of market orientation, total quality management, and competitive advantage by allowing management to monitor and improve performance in the terms most significant to customers. However, relatively little analytical attention has been devoted to the processual issues implicit in the adoption of CS measurement systems by organizations. This paper presents executive workshop data and new survey evidence to support the contention that both research and managerial agenda should be extended to recognize the multi‐dimensionality of organizational process, and the implications of that characteristic for the adoption and use of CS measurement systems.

A Survey-Based Benchmarking Approach for Health Care Using the Baldrige Quality Criteria

Since 1988, manufacturing and service industries have been using the Malcolm Baldrige National Quality Award to assess their management processes (for example, leadership, information, and analysis) against critical performance criteria. Recognizing that the typical Baldrige assessment is time intensive and dependent on intensive training, The Pacer Group, a consulting firm in Dayton, Ohio, developed a self-assessment tool based on the Baldrige criteria which provides a snapshot assessment of an organization's management practices. The survey was administered at 25 hospitals within a health care system. Hospitals were able to compare their scores with other hospitals in the system, as well as the scores of a Baldrige award winner. Results were also analyzed on a systemwide basis to identify strengths and weaknesses across the system. For all 25 hospitals, the following areas were identified as strengths: management of process quality, leadership, and customer focus and satisfaction. Weaknesses included lack of employee involvement in the quality planning process, poor design of quality systems, and lack of cross-departmental cooperation. One of the surveyed hospitals launched improvement initiatives in knowledge of improvement tools and methods and in a patient satisfaction focus. A team was formed to improve the human resource management system. Also, a new unit was designed using patient-centered care principles. A team re-evaluated every operation that affected patients on the unit. A survey modeled after the Baldrige Award criteria can be useful in benchmarking an organization's quality improvement practices.

The Real Strategic Issues versus Organizational Bureaucracy and Administrative Neatness

Accuses management of repeatedly substituting bureaucracy and complex reporting and control systems for the things that really matter to competitive success. It is claimed that all too often the implementation of strategies is not simply ineffectual, it is positively damaging to organizations. Short cases in the areas of quality management, customer satisfaction management, and personal appraisal and development systems are given to support this argument. Concludes with a list of symptoms of this problem and appropriate managerial responses.

Total quality management: strategies and techniques proven at today's most successful companies

Benchmarking the Best The Thousands Point Company Quality Leadership Quality Management Corporate Citizenship Quality and Performance Data Benchmarking Management by the Best Strategic Planning Human Resource Quality Employee Involvement Training Reward and Recognition Designing Quality Products and Services Process Management, Products and Services Process Management, Business Processes and Support Services Supplier Quality Quality Assessment Operational Results Customer Relationship Management Customer Satisfaction Customers in the Future The Next Step.