Healthcare service quality model: A multi-level approach with empirical evidence from a developing country

Abstract

Purpose

The purpose of this paper is to develop and test a multi-level healthcare service quality (HSQ) model in Jakarta, Indonesia.

Design/methodology/approach

The research used a quantitative research method. Data were collected via a survey with questionnaire. The respondents are 154 patients of a healthcare institution in Jakarta, Indonesia.

Findings

The research result shows a multi-level HSQ model. The HSQ model consists of three primary dimensions, namely, healthcare service outcome, healthcare service interaction, and healthcare service environment. Healthcare service outcome has three subdimensions, i.e. waiting time, medicine, and effectiveness. Healthcare service interaction has three dimensions, namely, soft interaction, medical personnel expertise, and hard interaction. Healthcare service environment has two dimensions, which are equipment condition and ambient condition.

Research limitations/implications

This research was only conducted in one healthcare institution in Jakarta, Indonesia. The data collection using convenience sampling method as well as the use of small sample size caused the limitation of the research results in representing across the customer of the healthcare institution. This study can be replicated with larger sample size and involving more healthcare institutions in order to examine the stability of the HSQ model.

Practical implications

Healthcare institution’s managers can use the HSQ model to monitor, measure, and improve their service quality.

Originality/value

There is a lack of research that develops and tests HSQ model based on multi-level approach in the context of developing country. This paper has fulfilled the gap.

Citation

Sumaedi, S., Yarmen, M. and Yuda Bakti, I.G.M. (2016), "Healthcare service quality model: A multi-level approach with empirical evidence from a developing country", International Journal of Productivity and Performance Management, Vol. 65 No. 8, pp. 1007-1024. https://doi.org/10.1108/IJPPM-08-2014-0126