The Examination on the Quality of the Personnel Administration Service─A Case Study of the Veterans Service Departments under the Veterans Affairs Commission

• Main Authors: Chang Hsiu-Ling, 張秀琳
• Other Authors: Yeh,I-Jan
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/97815578188167436782

碩士 === 世新大學 === 行政管理學研究所(含博、碩專班) === 97 === In face of global competitions and the rapid development of information technology of the 21st century, citizens have higher expectations of the functions and roles of their government. They demand increasingly higher quality of public services. As a result, government departments have gradually adopted the concept of “customer orientation” in hope of enhancing their service performance. For the personnel department in government agencies, employees of the department are their customers. If the personnel department provide customer-oriented services to their in house customer, i.e., employees of agencies, then their customer are more likely to provide satisfactory services to citizens. Therefore, improvement of the personnel services quality can increase the administrative quality of a public agency. In this study, the research subjects were employees of 22 Veterans Service Offices affiliated with Veterans Affairs Commission, Executive Yuan, R.O.C. Based on the service quality measurement model, SERVQUAL, developed by Parasuraman, Zeithaml, and Berry (PZB) as well as some measures of personnel service quality proposed in previous studies, a questionnaire consisting of six dimensions (tangible, reliability, responsiveness, assurance, empathy, and human resource planning) was constructed. Through this questionnaire, the gaps between expectations and perceptions of the served (employees) before and after the service were analyzed to find the service quality Gap 5 and understand the personnel services quality in the 22 Veterans Service Offices. Empirical results showed that Gap 5 existed in all the six dimensions and could be further improved, and suggestions were proposed accordingly. Among the suggestions are: training of employees in charge of personnel affairs should be reinforced; various experience exchange and learning platforms should be provided; computer facilities and employees’ capability to use computers should be comprehensively improved; general measurement criteria for personnel service quality in the Veterans Service Offices should be set up as a basis for improvement; human resource instruments or theories should be properly exploited to assist the agency’s accomplishment of assigned tasks and enhance its employees’ service performance.