Productivity Measurement in Service Operations: A Case Study from the Healthcare Environment
Celebrate and record Productivity measurement in service operations: a case study from the healthcare environment
Atul Gupta
The author Atul Gupta is a member of the Division of Professional Studies, The Richard Stockton College of New Jersey, Pomona, New Jersey, USA. Abstract Examines the issue of productivity measurement in service operations. Proposes a dynamic model for productivity measurement in service operations. This model is based on the idea that the intangible output for service operation is the quality of their services and the input is the level of skill of their employees. Both the skill level and the quality are measured on the same scale. Bases the measurement of service quality on the five dimensions suggested by Zeithaml and also bases the measurement of the skill level of employees on a six-dimensional instrument which is developed here.
The service sector is significant and is an important part of the US economy. Service accounts for approximately three-quarters of the gross national product and nine out of the ten jobs the economy creates[1]. It is also estimated that, by the end of the century, up to 90 per cent of the employees currently working in the manufacturing sector will be working in the service sector. Since service plays an important role in every organization, both service dominated and product dominated, service management takes on an immensely significant role in the 1990s. The service industry in this decade has seen a move away from quick-and-easy fast track solutions such as quality circles towards a more practical, comprehensive and management approach – service quality management. The health services sector is using service quality management extensively. Service quality management basically extends the standard of quality which people expect in clinical care into every aspect of a hospital’s services. Service quality management involves a pervasive, across the board integration of quality care, quality of services, and
Atul Gupta
The author Atul Gupta is a member of the Division of Professional Studies, The Richard Stockton College of New Jersey, Pomona, New Jersey, USA. Abstract Examines the issue of productivity measurement in service operations. Proposes a dynamic model for productivity measurement in service operations. This model is based on the idea that the intangible output for service operation is the quality of their services and the input is the level of skill of their employees. Both the skill level and the quality are measured on the same scale. Bases the measurement of service quality on the five dimensions suggested by Zeithaml and also bases the measurement of the skill level of employees on a six-dimensional instrument which is developed here.
The service sector is significant and is an important part of the US economy. Service accounts for approximately three-quarters of the gross national product and nine out of the ten jobs the economy creates[1]. It is also estimated that, by the end of the century, up to 90 per cent of the employees currently working in the manufacturing sector will be working in the service sector. Since service plays an important role in every organization, both service dominated and product dominated, service management takes on an immensely significant role in the 1990s. The service industry in this decade has seen a move away from quick-and-easy fast track solutions such as quality circles towards a more practical, comprehensive and management approach – service quality management. The health services sector is using service quality management extensively. Service quality management basically extends the standard of quality which people expect in clinical care into every aspect of a hospital’s services. Service quality management involves a pervasive, across the board integration of quality care, quality of services, and
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