JSSM  Vol.3 No.2 , June 2010
An Importance-Performance Analysis of Primary Health Care Services: Managers vs. Patients Perceptions
ABSTRACT
Using importance-performance analysis (IPA), this paper examines the perceptions of patients and managers of health centres of several health care quality services attributes. IPA is an approach to the measurement of customer/user satisfaction which allows for a simple and functional identification of both the strong and the weak aspects, or improvement areas, of a given service. Taking both the importance assigned by users to all relevant aspects of a given service and the perceived performance of the establishment in providing the service, the result is an IPA grid with four quadrants. To the best of our knowledge, this is the first time this methodology has been used to compare the perceptions of health centre patients and managers. The results showed patients and managers to have very different perceptions of all the quality service attributes. Implications for researchers and health centre managers are discussed. The study illustrates the usefulness of the IPA model as a managerial tool in identifying areas to which marketing resources should be allocated in order to improve and enhance the quality of the health centre services provided.

Cite this paper
nullF. Miranda, A. Chamorro, L. Murillo and J. Vega, "An Importance-Performance Analysis of Primary Health Care Services: Managers vs. Patients Perceptions," Journal of Service Science and Management, Vol. 3 No. 2, 2010, pp. 227-234. doi: 10.4236/jssm.2010.32028.
References
[1]   F. W. Gilbert, J. R. Lumpkin and R. P. Dant, “Adaptation and Customer Expectation of Health Care Options,” Jour- nal of Health Care Marketing, Vol. 12, No. 3, 1992, pp. 46-55.

[2]   J. A. Martilla and J. C. James, “Importance-Performance Analysis,” Journal of Marketing, Vol. 41, No. 1, 1977, pp. 77-79.

[3]   J. Abalo, J. Varela and V. Manzano, “Importance Values for Importance-Performance Analysis: A Formula for Spreading out Values Derived from Preference Rankings,” Journal of Business Research, Vol. 60, No. 2, 2007, pp. 115-121.

[4]   A. L. Dolinsky, “Considering the Competition in Strategy Development: An Extension of Importance-Performance Analysis,” Journal of Health Care Marketing, Vol. 11, No. 1, 1991, pp. 31-36.

[5]   A. L. Dolinsky and R. K. Caputo, “Adding a Competitive Dimension to Importance-Performance Analysis: An Application to Rraditional Health Care Systems,” Health Care Marketing Quarterly, Vol. 8, No. 3, 1991, pp. 61-79.

[6]   J. M. Hawes, G. E. Kiser and C. P. Rao, “Analysing the Market for Planned Retirement Communities in the Southwest,” Baylor Business Studies, Vol. 13, 1982, pp. 39-46.

[7]   J. M. Hawes and C. P. Rao, “Using Importance-Per- formance Analysis to Develop Health Care Marketing Strategies,” Journal of Health Care Marketing, Vol. 5, No. 4, 1985, pp. 19-25.

[8]   M. Hemmasi, K. C. Strong and S. A. Taylor, “Measuring Service Quality for Strategies Planning and Analysis in Service,” Journal of Applied Business Research, Vol. 10, No. 4, 1994, pp. 24-34.

[9]   U. Yavas and D. J. Shemwell, “Modified Importance- Performance Analysis: An Application to Hospitals,” International Journal of Health Care Quality Assurance, Vol. 14, No. 3, 2001, pp. 104-110.

[10]   J. Myers and M. Alpers, “Determining Attributes: Meaning and Measurement,” Journal of Marketing, Vol. 32, No. 4, 1968, pp. 1-4.

[11]   J. Swan and I. L. Coombs, “Product Performance and Consumer Satisfaction: A New Concept,” Journal of Marketing, Vol. 40, No. 2, 1976, pp. 25-33.

[12]   P. J. Danaher and J. Mattsson, “Customer Satisfaction during the Service Delivery Process,” European Journal of Marketing, Vol. 28, No. 5, 1994, pp. 5-16.

[13]   S. A. Neslin, “Linking Product Features to Perceptions: Self-Stated Versus Statistically Revealed Importance Wei- ghts,” Journal of Marketing Research, Vol. 18, No. 1, 1981, pp. 80-86.

[14]   S. A. Taylor, “Assessing Regression-Based Importance Weights for Quality Perceptions and Satisfaction Judgments in the Presence of Higher Order and/or Interaction Effects,” Journal of Retailing, Vol. 73, No. 1, 1997, pp. 135-159.

[15]   D. R. Wittink and L. R. Bayer, “The Measurement Imperative,” Marketing Research, Vol. 6, No. 4, 1994, pp. 14-22.

[16]   P. J. Danaher, “Using Conjoint Analysis to Determine de Relative Importance of Service Attributes Measured in Customer Satisfaction Surveys,” Journal of Retailing, Vol. 73, No. 2, 1997, pp. 235-260.

[17]   A. Ostrom and D. Iacobucci, “Consumer Trade-Offs and the Evaluation of Services,” Journal of Marketing, Vol. 59, No. 1, 1995, pp. 17-28.

[18]   D. R. Bacon, “A Comparison of Approaches to Importance-Performance Analysis,” International Journal of Marketing Research, Vol. 45, No. 1, 2003, pp. 55-71.

[19]   R. M. Heeler, C. Okechuku and S. Reid, “Attribute Importance: Contrasting Measurements,” Journal of Marketing Research, Vol. 16, No. 1, 1979, pp. 60-63.

[20]   U. Oberoi and C. Hales, “Assessing the Quality of the Conference Hotel Service Product: Towards an Empirically Based Model,” The Service Industries Journal, Vol. 10, No. 4, 1990, pp. 700-721.

[21]   C. Fornell, “A National Customer Satisfaction Barometer: The Swedish Experience,” Journal of Marketing, Vol. 56, No. 1, 1992, pp. 6-21.

[22]   E. H. Watson, M. A. McKenna and G. M. McLean, “TQM and Services: Implementing Change in the NHS,” International Journal of Contemporary Hospitality Management, Vol. 4, No. 2, 1992, pp. 17-20.

 
 
Top