What is the significance of importance performance in the context of a hospital?
Main Article Content
Keywords
patient satisfaction survey, important-performance Analysis, hospital consumer assessment
Abstract
Importance-performance analysis (IPA) is a method that can be used for management to help prioritize developing and improving service quality based on customer ratings. This study aims to determine the performance and patient satisfaction level in one of public hospital in Indonesia using IPA method by using data patient satisfaction survey with total 572 patients as respondents. The service unit becoming the object of research which is measured the patient’s performance and level of satisfaction. The results show that aspects of administrative services in the emergency room, maternity, radiology, and rehabilitation units need to improve service satisfaction with treatment requirements and procedures. The results also indicate that level of performance of the health service unit in the hospital as a whole is good.
References
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[2] L. J. Gitman and C. D. McDaniel, The future of business : the essentials. Thomson South-Western, 2008.
[3] M. S. Omar, H. F. Ariffin, and R. Ahmad, “Service Quality, Customers’ Satisfaction and the Moderating Effects of Gender: A Study of Arabic Restaurants,” Procedia - Soc. Behav. Sci., vol. 224, pp. 384–392, Jun. 2016, doi: 10.1016/J.SBSPRO.2016.05.393.
[4] Q. Aini, “Emotional Intelligence and Leadership_A Literature Review,” vol. 3, no. March, p. 6, 2021.
[5] Q. Aini, “Motivation , Commitment and Leadership skill in Affecting Performance Hospital Managers,” J. Soc. Scences Res., vol. 4, no. 12, pp. 707–710, 2018.
[6] R. A. Westbrook and R. L. Oliver, “The Dimensionality of Consumption Emotion Patterns and Consumer Satisfaction,” J. Consum. Res., vol. 18, no. 1, p. 84, Jun. 1991, doi: 10.1086/209243.
[7] C. Homburg, N. Koschate, and W. D. Hoyer, “The Role of Cognition and Affect in the Formation of Customer Satisfaction: A Dynamic Perspective:,” https://doi.org/10.1509/jmkg.70.3.021, vol. 70, no. 3, pp. 21–31, Oct. 2018, doi: 10.1509/JMKG.70.3.021.
[8] D.-S. Zhu, C.-T. Lin, C.-H. Tsai, and J.-F. Wu, “A Study On The Evaluation of Customers’ Satisfaction - The Perspective of Quality,” Int. J. Qual., vol. 4, no. 2, pp. 105–116, 2010.
[9] J. Michael D, A. Herrmann, and F. Huber, “The evolution of loyalty intentions [Electronic version,” J. Mark., vol. 70, no. 2, pp. 122–132, 2006, Accessed: Aug. 25, 2022. [Online]. Available: http://scholarship.sha.cornell.edu/articleshttp://scholarship.sha.cornell.edu/articles/435/.
[10] J. John, Fundamentals of customer-focused management : competing through service. Praeger, 2003.
[11] C. J. Parker and H. Wang, “Examining hedonic and utilitarian motivations for m-commerce fashion retail app engagement,” J. Fash. Mark. Manag. An Int. J., vol. 20, no. 4, pp. 487–506, 2016, doi: 10.1108/JFMM-02-2016-0015.
[12] R. Batra and O. T. Ahtola, “Measuring the Hedonic and Utilitarian Sources of Consumer Attitudes,” Mark. Lett., vol. 2, no. 2, pp. 159–170, 1990.
[13] L. L. Berry and A. Parasuraman, “Marketing services : competing through quality,” p. 212, 1991.
[14] J. A. Martilla and J. C. James, “Importance-Performance Analysis:,” J. Mark., vol. 41, no. 1, pp. 77–79, Dec. 2018, doi: 10.1177/002224297704100112.
[15] I. Sever, “Importance-performance analysis: A valid management tool?,” Tour. Manag., vol. 48, pp. 43–53, Jun. 2015, doi: 10.1016/J.TOURMAN.2014.10.022.
[16] J. K. Eskildsen and K. Kristensen, “Enhancing importance-performance analysis,” Int. J. Product. Perform. Manag., vol. 55, no. 1, pp. 40–60, 2006, doi: 10.1108/17410400610635499.
[17] H. Oh, “Revisiting importance–performance analysis,” Tour. Manag., vol. 22, no. 6, pp. 617–627, Dec. 2001, doi: 10.1016/S0261-5177(01)00036-X.
[18] L. Chen, M. Malaysia, S. Bhd, and S. Mansori, “The Effects of Product Quality on Customer Satisfaction and Loyalty: Evidence from Malaysian Engineering Industry,” Int. J. Ind. Mark., vol. 3, no. 1, p. 20, Nov. 2018, doi: 10.5296/IJIM.V3I1.13959.
[19] R. Ramlawati and A. H. P. K. Putra, “Total Quality Management as the Key of the Company to Gain the Competitiveness, Performance Achievement and Consumer Satisfaction,” Int. Rev. Manag. Mark., vol. 8, no. 5, pp. 60–69, 2018, Accessed: Aug. 26, 2022. [Online]. Available: https://ideas.repec.org/a/eco/journ3/2018-05-8.html.
[20] A. A. Zaid, S. M. Arqawi, R. M. A. Mwais, M. J. Al Shobaki, and S. S. Abu-Naser, “The Impact of Total Quality Management and Perceived Service Quality on Patient Satisfaction and Behavior Intention in Palestinian Healthcare Organizations,” Technol. Reports Kansai Univ., vol. 62, no. 3, pp. 221–232, 2020, Accessed: Aug. 26, 2022. [Online]. Available: https://www.kansaiuniversityreports.com/article/the-impact-of-total-quality-management-and-perceived-service-quality-on-patient-satisfaction-and-behavior-intention-in-palestinian-healthcare-organizations.
[21] Z. S. Al-Omari, K. A. A. Alomari, and N. M. Aljawarneh, “The role of empowerment in improving internal process, customer satisfaction, learning and growth,” Manag. Sci. Lett., vol. 10, no. 4, pp. 841–848, 2020, doi: 10.5267/J.MSL.2019.10.013.
[22] B. Al Kurdi, M. Alshurideh, and A. Alnaser, “The impact of employee satisfaction on customer satisfaction: Theoretical and empirical underpinning,” Manag. Sci. Lett., vol. 10, no. 15, pp. 3561–3570, 2020, doi: 10.5267/J.MSL.2020.6.038.
[23] L. Skowron, M. Gasior, and M. Sak-Skowron, “The Impact of a Time Gap on the Process of Building a Sustainable Relationship between Employee and Customer Satisfaction,” Sustain. 2020, Vol. 12, Page 7446, vol. 12, no. 18, p. 7446, Sep. 2020, doi: 10.3390/SU12187446.
[24] P. Suchánek and M. Králová, “Customer satisfaction and different evaluation of it by companies,” http://www.tandfonline.com/action/authorSubmission?journalCode=rero20&page=instructions, vol. 31, no. 1, pp. 1330–1350, Jan. 2018, doi: 10.1080/1331677X.2018.1484786.
[25] U. Najam, S. Ishaque, S. Irshad, Q. U. A. Salik, M. S. Khakwani, and M. Liaquat, “A Link Between Human Resource Management Practices and Customer Satisfaction: A Moderated Mediation Model:,” https://doi.org/10.1177/2158244020968785, vol. 10, no. 4, Nov. 2020, doi: 10.1177/2158244020968785.
[26] B. Eneizan, M. Taamneh, O. Enaizan, M. F. Almaaitah, A. H. Ngah, and A. Alsakarneh, “Human resources practices and job satisfaction on customer satisfaction: The mediating role of quality of customer interaction in online call center,” Int. J. Data Netw. Sci., vol. 5, no. 1, pp. 11–18, 2021, doi: 10.5267/j.ijdns.2020.12.001.
[27] C. Ross, C. Rogers, and C. King, “Safety culture and an invisible nursing workload,” Collegian, 2018, doi: 10.1016/j.colegn.2018.02.002.
[28] A. M. Azmi Ariffin, N. M. Zain, B. V. Menon, and N. A. Aziz, “The Customer Satisfaction Index Model: An Empirical Study of the Private Healthcare Sector in Malaysia,” J. Asian Financ. Econ. Bus., vol. 9, no. 1, pp. 93–103, 2022, doi: 10.13106/JAFEB.2022.VOL9.NO1.0093.
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Published
Feb 4, 2023
Article Details
How to Cite
Qurratul Aini, & Elsye Maria Rosa. (2023). What is the significance of importance performance in the context of a hospital?. Journal of Population Therapeutics and Clinical Pharmacology, 30(1). https://doi.org/10.47750/jptcp.2023.1021
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