T.J. Kamalanabhan

Bio: T.J. Kamalanabhan is an academic researcher from Indian Institute of Technology Madras. The author has contributed to research in topics: Human resources & Turnover. The author has an hindex of 16, co-authored 77 publications receiving 1243 citations. Previous affiliations of T.J. Kamalanabhan include Indian Institutes of Technology & Indian Institute of Technology Roorkee.

Customer perceptions of service quality: A critique

Abstract: Empirical research on service quality and satisfaction has unearthed multitudinous archetypes by various researchers across the world. However, all of them have been primarily built on the SERVQUAL instrument, a 22-item scale that measures service quality. The efficacy of SERVQUAL in measuring service quality has been criticized by different authors for diverse reasons, such as the operationalization of expectations, the reliability and validity of the instrument's difference score formulation and the scale's dimensionality across disparate industrial settings. In spite of these animadversions, there is a universal conformity that the 22 items are reasonably good predictors of service quality in its entirety. But a scrupulous scrutiny of the scale items connotes that the scale is not all-inclusive in the sense that it fails to address some of the critical aspects of customer perceived service quality. This paper endeavours to unearth and unravel such critical constituents of service quality which, hithert...

Measuring service quality in higher education: Development of a hierarchical model (HESQUAL)

Abstract: Purpose – This paper aims to develop and empirically test a hierarchical model for measuring service quality in higher education. Design/methodology/approach – The first phase of the study consisted of qualitative research methods and a comprehensive literature review, which allowed the development of a conceptual model comprising 53 service quality attributes. Quantitative methods were used for the second phase so as to test the dimensionality of the measurement instrument and assess its validity and reliability. A sample of 207 students was surveyed, and data were analysed using exploratory factor analysis and Cronbach’s alpha test. Findings – The results of the factor analysis revealed the presence of sub-dimensions. A hierarchical model was therefore considered most appropriate. The final model consisted of five primary dimensions, which are administrative quality, physical environment quality, core educational quality, support facilities quality and transformative quality. The instrument contained a ...

An instrument for measuring total quality management implementation in manufacturing-based business units in India

Abstract: Total Quality Management (TQM) is an integrative management philosophy aimed at continuously improving the quality of products and processes to achieve customer satisfaction. The TQM literature is replete with practitioner oriented 'do-everything-right' articles and case studies. There is no complete agreement on operating system elements of TQM. The objective of this paper is to describe an empirical research on the development of an instrument for TQM implementation in business units in India. Through a detailed analysis of the literature, this research identified 150 measures of quality management. After a pre-test, 111 measures were used to develop a questionnaire. These items were empirically tested by data collected from 50 respondents. A factor analysis uncovered ten underlying dimensions of TQM with a total of 106 items. These factors and items were found to be reliable and valid.

Management’s perception of total quality service in the banking sector of a developing economy – a critical analysis

Abstract: There is considerable lack of literature with respect to service industry management, especially in the banking industry of developing economies. Attempts to bridge this gap. Critically examines the banking industry in a developing nation – India. Investigates the discrepancies among the various groups of banks in India with respect to the total quality service (TQS) dimensions (from the perspective of the management). The results indicate that the three groups of banks in India seem to vary significantly. Identifies the dimensions that contribute most to discriminating between the groups. Also computes and analyses the total quality service indices with respect to the 12 dimensions for the three groups of banks and for the banking industry as a whole and in order to ascertain the level of TQS implementation in the Indian banking scene. Offers key insights on the criticality of the different TQS dimensions with respect to the banking sector in developing economies.

Internal corporate communication and its impact on internal branding

Abstract: Purpose – The primary objective of this paper is to model internal corporate communication (ICC) process, examining the nature of the process, the outcomes thereof and the variable that has the ability to mediate the process, in the context of an Indian petroleum public sector undertaking (PSU).Design/methodology/approach – Following a review of the internal corporate communication and internal branding literature, an exploratory methodology was designed to capture the perceptions of employees on internal brand communication practices prevailing in the organization with an ambition of becoming a leading employer brand. Transcripts of interviews were analyzed, coded thematically and the essence of experiences was jointly combined into one description.Findings – First, a relation between ICC dimensions and internal branding outcomes is established. Second, it is recognized that ICC practices and brand training have a positive impact on communication satisfaction that further promotes a sense of brand identi...

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

Work Motivation Theory and Research at the Dawn of the Twenty-First Century

Abstract: In the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, we examine progress made in theory and research on needs, traits, values, cognition, and affect as well as three bodies of literature dealing with the context of motivation: national culture, job design, and models of person-environment fit. We focus primarily on work reported between 1993 and 2003, concluding that goal-setting, social cognitive, and organizational justice theories are the three most important approaches to work motivation to appear in the last 30 years. We reach 10 generally positive conclusions regarding predicting, understanding, and influencing work motivation in the new millennium.