CHAPTER 3: SOLUTIONS AND RECOMMENDATION
3.1 INTRODUCTION
This chapter will discuss about the solution to the issues in previous chapter. This chapter will explain about the step or procedure that needs to be taken by Yamato Transport (TA-Q-BIN) in order to solve or reduce the problem. For services quality issues TA-Q-BIN have to improve the customer satisfaction in order to increase the quality of their services. Yamato also need to recruit more staff to solve under staff issues.
3.2 IMPROVE CUSTOMER SATISFACTION
In order to gain an excellent service quality, Ta-Q-Bin has to get a great satisfaction from their customers. It is because, according to Garfein (1987), quality perception can depend on both tangible and intangible elements, including
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It will also remind them that Yamato Transport (M) must treat all candidates fairly and avoid discrimination on grounds of their race, age, sex or sexual orientation, religion or belief, or because they have a disability.
Preparing a job description is useful for deciding the scope of the work, advertising the job, and clarifying what applicants will have to do in the job. It can also help to assess a new recruit's performance and determine training needs. A job description should include the position in the company, including the job title of the person to whom the employee will report to and of those who will report to them, salary, possible bonus and hours of work. The location of the job also needs to be
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The uniqueness and quality of Yamato Transport (M) value proposition puts them in a vantage position to neutralize potential pricing issues and reduce the price sensitivity of their services. The demand for Yamato’s services therefore becomes less price elastic when it is embellished with distinct values supporting the customer's interest. As a result, they will improve their gross margins, and necessarily, their profitability
Zeithaml, V., Parasuraman, A., & Berry, L. (1990). Delivering quality service: balancing customer perceptions and expectations. New York, New York: Simon and Schuster.
If I were to conduct a job analysis in a company with no job description, I would follow two steps to assist in the creation of a description. My first task would be to ask the supervisor what the job title is, the purpose of the position, and who the employee will be reporting to, as mentioned in the job description handout. My second task would be to go on O*Net to obtain the specific details of the occupation; such as skills,
Taylor∗, S.A. (1994). An assessment of the relationship between service quality and customer satisfaction in the formation of consumers' purchase intentions. Journal of Retailing, Volume 70, (Issue 2).
When an individual begins a new job, they are provided with a job description of their new position. The job description outlines their duties and responsibilities. It is imperative for the new employee to read and understand the expectations of them as they begin their new job. It is no different for a school counselor. The position comes with an outline of expectations and responsibilities that should be met each school year.
The original SERVQUAL model was identified into ten elements of service quality; however these elements were collapsed into five factors in the later work, they are reliability, assurance, tangibles, empathy, and
The importance of physical environment on customers is widely recognised by managers and mentioned in many service industry. It is true that customers will make use of a service enterprise if they perceive that the service provided will be of high quality (Brady & Cronin, 2001). According to Abdullah Rosario (2009), quality of services delivered plays considerably a major role in shaping and manipulating customer satisfaction. With customer satisfaction comes positive customer behaviour. It is highly visible in the service sectors such as restaurants, hotels, retails, hospitals and bank.
"'Customers Willing to Pay 22% More for Good Service'" - Indian Express. The Indian Express, n.d. Web. 24 Apr. 2014. .
Olson, J. & Jacoby, J.(1972). Cue utilisation in the quality perception process. Second Annual Conference of the Association of Consumer Research
For an applicant, the description of job gives him the idea of his expected duties and tasks. Furthermore, the conditions under which the job will be performed are also listed in the same description.
Gronroos (1982) introduced a service-oriented approach with perceived service quality theory and total perceived service quality model. The research was based on consumer behaviour and performance expectations’ effect on post-consumption assessments. It stated that there will be good perceived quality when the expected quality meets the customers’ expectations. It also said that the expected quality is a combination of factors such as word of mouth, firm image, price, customer needs and values. The customers’ needs as well as values determine customer’s choice and have an impact on expectations. Thus, the total perceived quality level is not simply determined by the technical and functional quality dimensions but by the gap between the expected and perceived quality.
The dimensions of service quality refer to the attributes which contribute to consumer expectations and perceptions of service quality, thus serving as the determinants of consumers’ quality assessment (Rowley, 1998). The most well-known, commonly used service quality scale is the SERVQUAL, a general instrument for measuring service quality developed by Parasuraman et al., (1988). It includes five dimensions of service quality: (1) tangibles: appearance of physical facilities, equipment, personnel and communication materials; (2) reliability: ability to perform the promised services dependably and accurately; (3) responsiveness: willingness to help customers and provide prompt service; (4) assurance: knowledge and courtesy of employees and their ability to convey trust and confidence; and (5) empathy: caring, individualized attention that a firm provides its
A job description is a composed record of what a job includes and should be drawn up before the recruitment process begins. This will help in advertising for suitable applicants for the job. Job descriptions are regularly prepared by the Human Resources Department in consultation with the manager of the department that
Job description is a sum up of a job that is in the recruitment, in this description, employees will write down the job title, so applicants will able to understand what the job is about. Also, the department, applicants should know where would they work if they were going to work in that organization. Next i...
Throughout history, getting things (and people) where they need to go has been a pretty basic need. The Romans needed to move stone to build their aqueducts; the nobles wanted luxury spices and silks brought to them from far off lands; ancient cities needed to move vegetables and grains from the farms, to storage, and then to the cities to feed the populace. Transportation has always been one of the backbones of every great civilization, without the ability to move goods long distances, your 'culture' was only the distance you could go conveniently to get what was necessary for survival that you could not produce. The industry boomed during the railroading system and hasn't slowed since. First, there were ships and horse-drawn carriages, then cars, now huge 40 ton trucks and jumbo air-liners.
However, major tasks that still remain are development of special-purpose roll-ing-stock to suit specific needs of the customers and the ability to promise and deliver time-sensitive cargo in time. At present Railways are neither geared to meet pre-registered requirements of customers for specified pick-up and delivery schedules nor those of guaranteed transit times. This issue is closely related to carrying capacity and reliability of the system. There is also an issue of marketing and mindset to develop closer market linkages with customers so that products are tailored to meet their specific needs. Also pertinent is the fact that although, there is generally no shortage, occasional peaking of demand and mismatch in rolling stock procurement programs have at times exposed the Railways to the risk of losing customer loyalty. These issues need to be resolved through close linkages with customers and evolving responsive market-driven systems for procurement of rolling-stock and operational