Total Relationship Management (TRM) and 5 Qs Model as New Management Techniques: A Comparative Study for a Knowledge-Intensive Sector

Mosad Zineldin, Hatice Camgoz Akdag, Mohamed Belal

Abstract


Purpose – The aim of this research is to develop a new conceptual quality assessment model including behavioural dimensions of student- professor relationships and student satisfaction for knowledge-intensive sector.
Design/methodology/approach – This study provides an empirical base to understand the complex and multidimensional nature of the quality of higher education and student satisfaction.
Findings – We argue in this study that the TRM in higher education is a cumulative construct, summing various facets and variables which impacting students satisfaction, such as technical, functional, infrastructure, interaction culture and atmosphere variables.
There are differences between Egypt and Turkey in Priority of the ten most important factors of effect satisfaction of higher education students.
Research limitations/implications – The initial results are encouraging as they lay the groundwork for future studies.
Practical implications – The research provides a platform for ongoing investigation of university-citizen relationship while improving and assuring outcomes for those involved in the process. It appears that the 5Qs instrument can have a useful diagnostic role to play in assessing and monitoring educational service quality, enabling staff to identify where improvements are needed from the students’ perspective.
Originality/value – In this research we describe a study involving a new instrument, i.e. the 5Qs model and a new method. The result can be used by the university to reengineer and redesign creatively their quality management processes and the future direction of their more effective higher education quality strategies.
Key words: TRM; 5 quality model; Citizen; Students; Higher education; University; Management


Keywords


TRM; 5 quality model; Citizen; Students; Higher education; University; Management

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DOI: http://dx.doi.org/10.3968%2Fj.ibm.1923842820120401.1115

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