服务质量差距模型的核心差距是什么（服务质量的差距模型的核心是）

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本文目录:

• 1、物业服务差距及补救策略设计

• 2、服务质量的五个维度

• 3、谁来帮帮我，解释一下什么是SERVQUAL和GAPS MODEL以及他们之间的关系啊

• 4、在服务质量差距模型中产生沟通差距。的原因有?

一、物业服务差距及补救策略设计

物业服务差距及补救策略设计

【摘 要】本文阐释了以业主服务感知为核心的物业服务差距模型,分析了物业服务差距产生的原因,最后从物业服务企业的角度提出物业服务差距的补救策略:准确把握业主物业服务需求;制定科学的物业服务质量规范;加强内部管理控制;提高员工服务水平;畅通内外沟通渠道。

【关键词】

物业服务差距;物业服务企业;补救

现今是一个以顾客满意为核心价值、以服务竞争为主流竞争的“服务中心论”时代,企业的大量利润来自于服务。

在商业竞争日趋激烈条件下,物业服务质量就成为物业服务企业成败的关键。

而物业服务质量的优劣是通过业主满意度加以衡量的,即业主对物业服务的期望与实际感知之间的对比。

探讨物业服务的差距以及进行补救策略设计对于物业行业具有重大意义。

一、物业服务差距?

1985年美国学者Parasuraman、Zeithamal和Berry在《服务质量的概念模式及其对未来研究的意义》(A conceptual model of service quality and its implication)一文中首次提出了服务质量5差距模型,后经ASI Quality Systems (1992)、Curry(1999)、Luk和Layton(2002)的发展,将该模型扩展为7差距模型。

服务质量差距模型从分析引起顾客期望质量与实际感知质量的若干差距入手,为我们提供了一种较为理想的服务质量控制模型。

本文即以此模型为基础,结合物业服务的实际情况,构建物业服务差距模型,如图1所示。

物业服务企业的物业管理服务是由基层员工向业主提供的,在整个服务的过程中,员工的态度和表现直接影响着业主对物业服务期望的感知,进而关系到物业服务企业的整体服务质量。

因此,该模型以业主服务感知为核心,说明了物业服务差距的形成过程。

模型以虚线为界分为三部分,模型左边部分表示涉及与物业企业有关的内容,中间部分表示涉及与业主有关的内容,右边部分表示涉及与物业企业员工有关的内容。

物业服务的差距分别是:

差距1,业主对物业服务的期望与物业服务企业对业主期望认知间的差距,即物业服务企业并未准确把握业主对物业服务的期望;

差距2,物业服务企业对业主期望认知与将认知转化为服务标准间的差距,即物业服务企业所制定的服务标准并未准确反映出物业服务企业对业主服务期望的认知;

差距3,物业服务标准与物业服务传递间的差距,物业服务企业传递的物业服务并未达到物业服务企业所制定的物业服务标准;

差距4,物业服务企业传递物业服务与业主外部沟通间的差距,物业服务企业实际传递的服务并未符合物业服务企业对业主所作出的服务承诺;

差距5,业主对物业服务的期望与实际感知间的差距,即业主实际感知到的物业服务并未能符合业主对物业服务的期望;

差距6,业主对物业服务的.期望与物业企业员工对业主期望认知间的差距,即物业企业员工并未准确把握业主对物业服务的期望;

差距7,员工对业主期望的认知和物业服务企业对业主期望认知间的差距,即物业服务企业员工并未准确理解物业服务企业的服务理念。

?图1 物业服务质量差距模型??

二、物业服务差距产生的原因?

1、物业服务企业方面?

(1)缺乏物业市场调研。

物业服务企业以企业为中心的经营理念导致缺乏市场调查,对业主的公共服务、专项服务、特约服务等方面的需求没有进行正确的整理分析,获取了不准确的信息,未能对业主的物业服务期望做出准确的理解和判断,进而在物业服务项目的设置上偏离了业主的需求。

(2)缺乏科学的物业服务质量规范。

物业服务企业的高层管理者对物业服务质量的提高重视程度不高,缺乏物业服务质量规范,没有建立全面、系统的物业服务质量管理体系,导致物业服务低水平运作。

另外,由于物业服务企业自身能力有限,制定的物业服务质量规范不科学,要么未结合企业文化,难以灌输下去,要么复杂繁琐,难以执行。

(3)内部管理与控制不到位。

物业服务企业内部管理与控制不到位,未树立为业主服务的经营理念,团队协作意识差,缺乏现场控制、跟踪控制,良好的物业服务质量规范成了一纸空文,无法被贯彻执行到位。

(4)过度承诺。

物业服务企业为了获取物业服务项目,在投标答辩或前期物业管理中过度宣传,向业主承诺了自身根本无法提供的物业服务内容,夸大物业服务质量,向业主传递了不实信息,导致业主对将要享受到的物业服务的过度期望。

2、物业服务企业员工职业化水平偏低?

(1)物业从业人员素质较低。

物业管理作为专业化的管理,需要各类高素质的专业管理人才。

但是,现状是大多数物业从业人员来源于转制、转岗、转业人员或是农村剩余劳动力,素质普遍较低,不能把握物业服务的本质,服务意识不强,服务质量差,不能在物业服务企业和业主之间传递有效沟通,制约了物业服务质量的提高。

(2)对业主和企业的期望认识不客观。

物业服务企业员工对业主和企业的期望认识不客观,一方面将业主对物业服务的期望看作是没事找事、故意刁难,对待业主敌对敷衍,不负责任,无法正确处理业主的投诉抱怨;另一方面将物业服务企业的管理看做是要求过严、吹毛求疵,对待企业心存抱怨,消极怠工甚至离职。

(3)服务传递不到位。

物业服务企业的员工在提供服务的过程中不能够或不愿意严格按照企业的物业服务质量规范提供服务,未有效到位地代表企业向业主提供标准的物业服务,在业主和物业服务企业之间协作不力,造成业主物业期望服务与感知服务之间的差距。

3、业主未能理性和有效评价物业企业的服务质量?

业主对物业服务的感知是一种主观感受,难免会存在不能理性评价物业企业服务质量的情况。

有的业主可能由于个别物业企业员工服务不到位,而全盘否定物业服务企业所提供的所有服务。

还有的业主由于对当下物业服务的不满意,而否决物业服务企业原先的所有业绩。

另外,业主作为形形色色的个体,需要的物业服务的标准、内容、方式等不尽相同,评价物业企业的服务质量的标准就具有很强的差异性,不能够有效评价物业企业的服务质量。

二、服务质量的五个维度

服务质量的基本特性决定了服务质量是一个抽象的概念，它是通过顾客对服务的感知而决定的，因此服务质量是一个复杂的集合体。服务质量的构成要素就是站在顾客角度，研究顾客对服务质量产生感知的方面。在对服务质量要素的研究过程中，北欧和北美两大学派产出了明确的研究成果。其中技术质量又称为结果质量，或者说是在服务交易或服务过程结束后顾客得到的实质内容；一般来说，由于结果质量牵涉到的主要是技术方面的有形内容，因此，结果质量可以通过比较直观的方式加以评估，并且顾客对结果质量的衡量也是比较客观的和容易感知，从而结果质量是顾客评价服务好坏的重要依据。功能质量又称为过程质量，是指顾客是如何接受或得到服务的。由于服务具有无形性和不可分割性，因此服务过程即服务人员如何与顾客打交道，或服务人员如何给顾客提供服务，必然会影响顾客对服务质量的看法。北美学派的研究组合PZB通过研究顾客如何对服务质量进行感知发现有10个要素决定服务质量，即可靠性、响应性、能力、易接近性、礼貌、沟通、可信性、安全性、理解、有形性，并且于同一研究中提出了目前被广为应用的服务质量差距模型，如图所示。后来，PZB做了进一步的研究，将10个要素中相关性强的进行了合并，得到了构成服务质量的五个要素：(1)有形性：在服务过程中，能够被顾客感知到的实体部分，包括服务场所布置、服务设施、员工外表等；

(2)可靠性：是指服务企业可靠、准确地履行其服务承诺的能力。这意味着服务企业每一次都及时、高效、一致、无差错地完成所承诺的服务内容；

(3)响应性：是指企业能够快速、有效地为顾客提供服务。对于顾客咨询、提出的要求和投诉，企业应该迅速地给予解决。因为长久的、毫无原因的等待会使顾客对服务体验产生强烈的消极后果；

(4)保证性：这方面与服务人员的知识、能力、得体有关，也与他们传递信任和信心的能力有关。包括服务人员拥有履行服务所必需的技能和知识、服务人员表现的礼貌、尊重、体谅和友好以及服务人员的诚信和忠实；

(5)移情性：是指企业能够真诚地关心顾客，体会顾客的感受，了解他们的实际需要并予以满足。这需要员工具备了解顾客需求的意识

并对顾客需求做出敏感性的反应。

三、谁来帮帮我，解释一下什么是SERVQUAL和GAPS MODEL以及他们之间的关系啊

SERVQUAL理论是20世纪80年代末由美国市场营销学家帕拉休拉曼(A.Parasuraman)、来特汉毛尔（Zeithaml）和白瑞（Berry）依据全面质量管理(Total Quality Management，TQM)理论在服务行业中提出的一种新的服务质量评价体系，其理论核心是“服务质量差距模型”，即：服务质量取决于用户所感知的服务水平与用户所期望的服务水平之间的差别程度（因此又称为“期望－感知”模型），用户的期望是开展优质服务的先决条件，提供优质服务的关键就是要超过用户的期望值。其模型为:Servqual 分数= 实际感受分数- 期望分数。

SERVQUAL将服务质量分为五个层面：有形设施(Tangibles)、可靠性(Reliability)、响应性 (Responsiveness)、保障性(Assurance)、情感投入(Empathy)，每一层面又被细分为若干个问题，通过调查问卷的方式，让用户对每个问题的期望值、实际感受值及最低可接受值进行评分。并由其确立相关的22 个具体因素来说明它。然后通过问卷调查、顾客打分和综合计算得出服务质量的分数,

近十年来，该模型已被管理者和学者广泛接受和采用。模型以差别理论为基础，即顾客对服务质量的期望，与顾客从服务组织实际得到的服务之间的差别。模型分别用五个尺度评价顾客所接受的不同服务的服务质量。研究表明，SERVQUAL适合于测量信息系统服务质量，SERVQUAL也是一个评价服务质量和用来决定提高服务质量行动的有效工具。

Model of Service Quality Gaps:

There are seven major gaps in the service quality concept, which are shown in Figure 1. The model is

an extention of Parasuraman et al. (1985). According to the following explanation (ASI Quality

Systems, 1992; Curry, 1999; Luk and Layton, 2002), the three important gaps, which are more

associated with the external customers are Gap1, Gap5 and Gap6; since they have a direct relationship

with customers.

· Gap1: Customers’ expectations versus management perceptions: as a result of the lack of a

marketing research orientation, inadequate upward communication and too many layers of

management.

· Gap2: Management perceptions versus service specifications: as a result of inadequate

commitment to service quality, a perception of unfeasibility, inadequate task standardisation and an

absence of goal setting.

· Gap3: Service specifications versus service delivery: as a result of role ambiguity and conflict,

poor employee-job fit and poor technology-job fit, inappropriate supervisory control systems, lack of

perceived control and lack of teamwork.

· Gap4: Service delivery versus external communication: as a result of inadequate horizontal

communications and propensity to over-promise.

· Gap5: The discrepancy between customer expectations and their perceptions of the service

delivered: as a result of the influences exerted from the customer side and the shortfalls (gaps) on the

part of the service provider. In this case, customer expectations are influenced by the extent of

personal needs, word of mouth recommendation and past service experiences.

· Gap6: The discrepancy between customer expectations and employees’ perceptions: as a result

of the differences in the understanding of customer expectations by front-line service providers.

· Gap7: The discrepancy between employee’s perceptions and management perceptions: as a

result of the differences in the understanding of customer expectations between managers and service

providers.

SERVQUAL methodology:

Clearly, from a Best Value perspective the measurement of service quality in the service sector should

take into account customer expectations of service as well as perceptions of service. However, as

Robinson (1999) concludes: "It is apparent that there is little consensus of opinion and much

disagreement about how to measure service quality". One service quality measurement model that has

been extensively applied is the SERVQUAL model developed by Parasuraman et al . (1985, 1986,1988, 1991, 1993, 1994; Zeithaml et al. , 1990). SERVQUAL as the most often used approach for

measuring service quality has been to compare customers' expectations before a service encounter and

their perceptions of the actual service delivered (Gronroos, 1982; Lewis and Booms, 1983;

Parasuraman et al. , 1985). The SERVQUAL instrument has been the predominant method used to

measure consumers’ perceptions of service quality. It has five generic dimensions or factors and are

stated as follows (van Iwaarden et al. , 2003):

(1) Tangibles . Physical facilities, equipment and appearance of personnel.

(2) Reliability. Ability to perform the promised service dependably and accurately.

(3) Responsiveness . Willingness to help customers and provide prompt service.

(4) Assurance (including competence, courtesy, credibility and security). Knowledge and courtesy of

employees and their ability to inspire trust and confidence.

(5) Empathy (including access, communication, understanding the customer). Caring and

individualized attention that the firm provides to its customers.

In the SERVQUAL instrument, 22 statements (Appendix I) measure the performance across these

five dimensions, using a seven point likert scale measuring both customer expectations and

perceptions (Gabbie and O'neill, 1996). It is important to note that without adequate information on

both the quality of services expected and perceptions of services received then feedback from

customer surveys can be highly misleading from both a policy and an operational perspective. In the

following, the application of SERVQUAL approach is more specified with an example in a catering

company.

Example:

In an investigation conducted by Bryslan and Curry (2001) in a catering company, a total of 140

questionnaires were distributed to all of the previous year’s customers and 52 useable questionnaires

were returned, resulting in a 37 per cent response rate. As can be seen from Table I, all questionnaire

responses were negative and an overall departmental weighted SERVQUAL score of – 1.6 was

recorded, indicating a significant shortfall in meeting customer expectations across all service areas

and dimensions. The summary scores for each dimension are shown in Table I, with the weighted

average scores per dimension having been totalled to achieve the overall SERVQUAL score. As can

be seen from Table I, the highest gap scores were for Reliability and Responsiveness; this is real cause

for concern and provides a definite staring point for service improvements. As can be seen from the

results, the customer expects most from the Reliability dimension of the catering service. The

relatively low importance of Tangibles could be attributable to the fact that customers are aware of the

financial constraints which are typical in the local authority funding context, and simply do not expect

much when it comes to aesthetics; instead, they attach more importance to the delivery aspects of the

service. Customers allocated to Assurance the lowest weighting, indicating it to be of least importance

to them, yet they expect most from this service dimension. This apparent anomaly is probably due to

the fact that customers expect staff to be knowledgeable about the service and therefore they can see

no reason for this dimension not to be achieved. It is assumed that for this reason, customers have

weighted this dimension lowest.

Discussion:

The research on measuring service quality has focused primarily on how to meet or exceed the

external customer’s expectations, and has viewed service quality as a measure of how the delivered

service level matches consumer’s expectations. These perspectives can also be applied to the

employees of a firm and in this case, other major gaps could be closed in the service quality gaps

model (Kang et al. , 2002).

The concept of measuring the difference between expectations and perceptions in the form of the

SERVQUAL gap score proved very useful for assessing levels of service quality. Parasuraman et al.,

argue that, with minor modification, SERVQUAL can be adapted to any service organisation. They

further argue that information on service quality gaps can help managers diagnose where performance

improvement can best be targeted. The largest negative gaps, combined with assessment of where

expectations are highest, facilitates prioritisation of performance improvement. Equally, if gap scores

in some aspects of service do turn out to be positive, implying expectations are actually not just being

met but exceeded, then this allows managers to review whether they may be "over-supplying" this

particular feature of the service and whether there is potential for re-deployment of resources into

features which are underperforming.

It seems that in almost all the existing resources, the SERVQUAL approach has been used only for

closing Gap 5. However, its application could also be extended to the analysis of other gaps. It is

important to note that SERVQUAL is only one of the instruments used in service quality analysis and

there are different approaches which might be stronger in closing gaps. SERVQUAL has been

extensively criticised on both theoretical and operational grounds (see Buttle, 1996 and Asubonteng et

al., 1996), although Asubonteng et al. (1996) conclude that: "Until a better but equally simple model

emerges, SERVQUAL will predominate as a service quality measure". It is also evident that

SERVQUAL by itself, useful though it may be to a service manager, will not give a complete picture

of needs, expectations and perceptions in a service organization context. As Gaster (1995) comments,

"because service provision is complex, it is not simply a matter of meeting expressed needs, but of

finding out unexpressed needs, setting priorities, allocating resources and publicly justifying and

accounting for what has been done". Service organizations are responsible and accountable to citizens

and communities as well as to customers and service users. There are wider service organization

agendas than simply service quality: improving access to existing services; equity and equality of

service provision; providing efficient and effective services within political as well as resource

constraints. The definition of service quality therefore takes on a wider meaning and accordingly its

measurement becomes both more complex and more difficult.

Besides the discussed weaknesses, a particular advantage of SERVQUAL is that it is a tried and

tested instrument which can be used comparatively for benchmarking purposes (Brysland and Curry,

2001). SERVQUAL does, however, benefit from being a statistically valid instrument as a result of

extensive field testing and refinement. It therefore escapes the pitfall of being perceived by service

users and providers as "something that has been invented off the top of the head" or a questionnaire

that has been skewed to elicit certain types of response. As a generic and universally-applicable

instrument, SERVQUAL can also be administered on a repeated, regular basis and used for

comparative benchmarking purposes. To appreciate more fully the benefits of using SERVQUAL,

surveys should be conducted every year, for the following reasons:

- to allow yearly comparisons;

- to determine how service improvements have affected customers’ perceptions and

expectations of the service over time; and

- to determine the effectiveness of service development and improvement initiatives in targeted

dimensions.

It is important to note that the measurement systems themselves are often inappropriate because the

system designers do not know enough about what is to be measured. Measuring customer perceptions

of service may increase expectations and measuring too often may well result in customers losing their

motivation to answer correctly. Finally, there is no point in measuring service quality if one is not

willing to take appropriate action on the findings.

四、在服务质量差距模型中产生沟通差距。的原因有?

有服务实绩低于服务承诺。

根据公开资料显示在服务质量差距模型中产生沟通差距的原因有服务实绩低于服务承诺和企业内部沟通不足致使营销承诺超过了执行服务标准的能力。

服务（service，serve）是一个汉语词汇，拼音是fúwù。意思是指履行职务，为他人做事，并使他人从中受益的一种有偿或无偿的活动。

以上就是关于服务质量差距模型的核心差距是什么相关问题的回答。希望能帮到你，如有更多相关问题，您也可以联系我们的客服进行咨询，客服也会为您讲解更多精彩的知识和内容。

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