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| SERVQUAL for Public Services× | Balanced Scorecard Performance Measure× | |
|---|---|---|
| Field≠ | Public Administration | Strategic Management |
| Family | Process / pipeline | Process / pipeline |
| Year of origin≠ | 1988 | 1992 |
| Originator≠ | A. Parasuraman, Valarie A. Zeithaml & Leonard L. Berry | Robert S. Kaplan and David P. Norton |
| Type≠ | Multi-item service-quality survey scale | Organizational performance measurement and management system |
| Seminal source≠ | Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality. Journal of Retailing, 64(1), 12–40. link ↗ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. link ↗ |
| Aliases≠ | Public Service Quality Gap Model, Government SERVQUAL, Public-Sector Service Quality Assessment, Citizen Service Quality Survey | BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard |
| Related≠ | 4 | 5 |
| Summary≠ | SERVQUAL is a multi-item survey instrument for measuring perceived service quality as the gap between what service users expect and what they perceive they received. Developed by A. Parasuraman, Valarie Zeithaml and Leonard Berry — conceptually in their 1985 gap model and operationally in the 1988 22-item scale — it assesses quality along five dimensions: tangibles, reliability, responsiveness, assurance and empathy. Applied to public services such as healthcare, licensing, social services and local government, SERVQUAL reframes citizens as service users whose expectations and perceptions can be measured, producing diagnostic gap scores that pinpoint where a public service is falling short of what the public expects. | The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives. |
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