the model. Every gap and every strategy is used to close the gaps in the model and meet or exceed the customer expectations. SERVAQUAL is the service quality framework. It has 5 dimensions: reliability, responsiveness, assurance, empathy and tangibles. SERVQUAL measures have been applied in and adapted to many industry settings. The 5 gaps are: •Gap 1 is the distance between what customers expect and what managers think they expect - Clearly survey research is a key way to narrow this gap. •Gap
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organization to outperform competition is through implementing effective and strategic business processes and business functions. For this purpose, organizations aim to constantly improve upon their HRM function since competitors can replicate every tangible resource to catch up to a successful organization, but they cannot replicate human resources. Human resource is described as a business function responsible for the execution of all policies and strategies pertaining to the workforce of an organization
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THE RELATIONSHIP BETWEEN REWARDS, RECOGNITION AND MOTIVATION AT AN INSURANCE COMPANY IN THE WESTERN CAPE by ROSHAN LEVINA ROBERTS Submitted in partial fulfilment of the requirements for the degree of MAGISTER COMMERCI in the DEPARTMENT OF INDUSTRIAL PSYCHOLOGY at the UNIVERSITY OF THE WESTERN CAPE SUPERVISOR: KARL HESLOP NOVEMBER 2005 ABSTRACT Increasingly, organisations are realising that they have to establish an equitable balance between the employee’s contribution
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Contemporary Educational Psychology 25, 54–67 (2000) doi:10.1006/ceps.1999.1020, available online at http://www.idealibrary.com on Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions Richard M. Ryan and Edward L. Deci University of Rochester Intrinsic and extrinsic types of motivation have been widely studied, and the distinction between them has shed important light on both developmental and educational practices. In this review we revisit the classic definitions of intrinsic
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Strategic Leadership and Decision Making 18 STRATEGIC VISION A specialist was hired to develop and present a series of half-day training seminars on empowerment and teamwork for the managers of a large international oil company. Fifteen minutes into the first presentation, he took a headlong plunge into the trap of assumption. With great intent, he laid the groundwork for what he considered the heart of empowerment-team-building, family, and community. He praised the need for energy, commitment
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Consumer Behavior Assignment 1 Activity | Community | Observations | | | | | | | | | | | | | | | | | | | | | | * Marketing Manipulation : Market manipulation describes a deliberate attempt to interfere with the free and fair operation of the market and create artificial, false or misleading appearances with respect to the price of, or market for, a security, commodity or currency.[1] Market manipulation is prohibited in the United States under Section
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CHAPTER ONE INTRODUCTION 1.1 Background of the Study The mining industry in Ghana, is an important sector for the socio economies of countries that have substantial gold deposits. To achieve rapid economic development, many countries resort to various activities to exploit natural resources. One of such activities is mining. Consequently, mining is an important economic activity which has the potential of contributing to the development of areas endowed with the resource. In North America, raw mineral
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PRAN GROUP Report on HR Department EXECUTIVE SUMMARY PRAN group of companies is one of the leading business institutes of Bangladesh .We have prepared report based on Practices of SHRM of Pran Food &Beverage . To prepare this report we have followed informal questionnaire. In the report we discuss about Company overview, literature review, Business strategy of the PRAN Food and Beverage, relationship between business strategy and HR practices of the organization, influence of business
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Acad. Mark. Sci. (2014) 42:361–379 DOI 10.1007/s11747-013-0364-3 ORIGINAL EMPIRICAL RESEARCH When do incentives work in channels of distribution? David I. Gilliland & Stephen K. Kim Received: 31 December 2012 / Accepted: 1 November 2013 / Published online: 7 December 2013 # Academy of Marketing Science 2013 D. I. Gilliland Aston University, Birmingham, UK B47ET incentive offers because monetary rewards offset the agent’s risk and unpredictability of its income stream (Jensen and
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positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium. CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . MOTIVATIONAL FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . NEEDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TRAITS . . . . . . . .
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