Government Service Delivery to Citizens in the United Arab Emirates - Research Proposal Example

Name: Tutor: Course: Date: Influence of service excellence models on government service delivery to citizens. A Case Study of the United Arab Emirates (UAE) public sector. Abstract The aim of this study is to establish the influence of service excellence models on government service delivery to citizens in the United Arab Emirates (UAE). Citizens are important determinants of the level of government services in terms of efficiency and effectiveness. There have been detailed studies on service improvement models from developed countries like Japan, USA and UK and least on middle and low income economies. UAE is touted as one of the fastest growing economies and citizen-centric culture. Despite this development, there is little development of empirical studies on the level of service delivery and service models driving this change. This study attempts to fill the research gap in terms of service improvement models and implementation of government services in the UAE. The study will be guided by the following objectives; to identify the service excellence models that influence government service delivery to citizens, to examine the influence of service excellence models on government service delivery to citizens, to establish the most effective service excellence model in government service delivery to citizens and to assess the extent of citizen satisfaction on government services in the UAE. The study will use a mixed approach research design and positivist philosophy. It will involve both and survey and case study of UAE. The population of UAE is 8.2 million people hence the study sample will be 500 participants. Systematic sampling will be used to choose participants who will be send e-mails obtained from various government departments they sought services previously. Questionnaires will be e-mailed to the participants and data collected within three weeks. Both descriptive and inferential techniques will be used to analyze the data. This study will be important to the government and citizens of UAE in identifying a model and level government services available to the people. Key Words: EFQM, Service excellence, DQA, SKEA, DGEP and citizen-centric. Table of Contents Abstract 2 Table of Contents 3 List of figures 5 1.0 INTRODUCTION 6 1.1 Background of the study 6 1.2 Purpose of the study 8 1.3 Objectives 8 1.4 Research questions 8 1.5 Justification 9 1.6 Limitations 9 2.0 LITERATURE REVIEW 11 2.1 Introduction 11 Figure 1: Dichotomy of literature in the study 11 2.2 Service excellence 11 2.3 Service Excellence theories 12 2.4 Service excellence models 13 2.4.1 Dubai Quality Award model 14 Figure 2: DQA excellence model 14 2.4.2 Dubai Government Excellence Program (DGEP) Model 15 Figure 3: DGEP Organizational Excellence Model 15 2.4.3 Sheikh Khalifa Excellence Award (SKEA) 16 2.5 Government service improvement in the UAE 17 Figure 4: Research ‘onion’ on UAE state of government services 20 Works cited 22 List of figures Abstract 2 Table of Contents 3 List of figures 5 1.0 INTRODUCTION 7 1.1 Background of the study 7 1.2 Purpose of the study 9 1.3 Objectives 9 1.4 Research questions 9 1.5 Justification 10 1.6 Limitations 10 2.0 LITERATURE REVIEW 12 2.1 Introduction 12 Figure 1: Dichotomy of literature in the study 12 2.2 Service excellence 12 2.3 Service Excellence theories 13 2.4 Service excellence models 14 2.4.1 Dubai Quality Award model 15 Figure 2: DQA excellence model 15 2.4.2 Dubai Government Excellence Program (DGEP) Model 16 Figure 3: DGEP Organizational Excellence Model 16 2.4.3 Sheikh Khalifa Excellence Award (SKEA) 17 2.5 Government service improvement in the UAE 18 Figure 4: Research ‘onion’ on UAE state of government services 21 Works cited 23 1.0 INTRODUCTION 1.1 Background of the study Many organizations around the world today, desire to consistently manage and exceed customer expectations. According to Arash et al. (2014) Service excellence is the number one priority for any government or private systems that in the end would want to deliver a product, service or value. All too often, public entities lack specificity when conveying expectations on service excellence to citizens (Williams and Shearer 35). This is mainly due to undefined organizational expectations before instituting and communicating accountability as essential elements relating to the culture of service excellence (40). Many public organizations superficially approach service excellence by simply letting their employees to utilize excellent customer service skills (Manu 630). If left at that point, it means that the meaning of excellent customer service is vaguely agreed upon and understood universally. Key government ‘products’ demanded by public service ‘customers’ have become more relevant, quality and efficient public sector services due to rising citizen expectations (Kelly et al. 44). UK government sector is one of those entities that are determined to pursue service excellence in public service delivery (Cook 45). In 2008, the government developed the Customer Service Excellence model to drive customer-focused change and offer public services a practical tool to their organizations and citizens. Customer Service Excellence takes priority on areas preferred by citizens such as staff attitude, professionalism, delivery, information, and timeliness (Brady & Cronin 67). The standard also lays emphasis on the development of citizen or customer insight, robust measurement of service satisfaction and understanding the user’s experience. So far, the standard has become a driver of continuous improvement, independent validation of achievement and a skills development tool (71). In the Arab world, creative approaches to delivery processes and service design needs to be applied by the public sector services to enhancing their accessibility quality, and efficiency (Alshaer & Salem 34). However, there are new and locally-fitting solutions in the Arab region to solve public services challenges. By doing so, it fosters a citizen-centric culture in the delivery and design of public services as well as improving quality of services related to social affairs, unemployment and education. There are limited intricacies of public service development on a regional level despite the wide acceptance of the enhanced services need in the Arab World (Horner 69). Although most Arab countries share many opportunities, challenges and traits in terms of service delivery, many environmental contexts that affect the public sector shows that there is clear diversity (72). Service delivery in each of these countries is affected differently by factors such as social conditions, geography, population sizes, and wealth (Ministry of Cabinet Affairs, UAE 20). United Arab Emirates (UAE) is experiencing rapid socio-economic developments which have made its citizens gain more on political, economic, social and environmental fronts (23). Reforms in the political system and service delivery were some of the major steps taken by both federal and local levels in the country to create a more responsive and reliable government to the needs of its citizens (Alverez 63). UAE Government Strategy on services improvement has so far embraced synergy on federal and local governments, revitalized policy-making and regulatory roles of the ministries, increased the efficiency of governmental bodies and improved their decision-making mechanisms (Geray & Salem 89). Services have also been upgraded in accordance with the people’s needs and reviewed under the existing legislation. The federal authorities in UAE have prioritized areas like communications services, public health, foreign affairs, immigration issues, security and defense, nationality, currency, education, postal, telephone, banking and labor relations (McAdam 439). Both private and public sector in UAE are under increasing pressures by the citizens to look for ways to deliver continual improvement. Leading examples of powerful models and frameworks in the country that seek to deliver actual improvement are Excellence Models such as Sheikh Khalifa Excellence Award (SKEA), Abu Dhabi Award for Excellence in Government Performance (ADAEP), Dubai Quality Award (DQA) and Dubai Government Excellence Program (DGEP). Although different, these models share many common characteristics (Al-Khouri 133). However, it remains unclear to government agencies and citizens whether these models have been effectively implemented or are actually monitoring and evaluating public service delivery and design in the UAE (Jabnoun & Khalifa 382). Owing to this challenge, the study will attempt to assess and evaluate service excellence models in UAE and their level of service delivery towards citizen satisfaction. Therefore, aim of this study will be to examine the influence of service excellence models on government service delivery to citizens in the UAE government sector. 1.2 Purpose of the study The aim of this study is to examine the influence of service excellence models on government service delivery to citizens in the UAE government sector. 1.3 Objectives 1. To identify the service excellence models that influence government service delivery to citizens in the UAE 2. To examine the influence of service excellence models on government service delivery to citizens in the UAE 3. To establish the most effective service excellence model in government service delivery to citizens in UAE 4. To assess the extent of citizen satisfaction on government services in the UAE 1.4 Research questions 1. What service excellence models influence government service delivery to citizens in the UAE? 2. How do service excellence models influence government service delivery to citizens in the UAE? 3. Which is the most effective service excellence model in government service delivery to citizens in UAE 4. To what extent are citizens satisfied with the government services in the UAE 1.5 Justification The study on government service delivery will be critical and essential to the government of UAE and development partners. The government sector will be able to determine the performance of its agencies and whether they are meeting the needs and expectations of its citizens. By learning on the success of the service excellence models, other Arabian countries may be able to adopt best practices and benchmark on service excellence models demonstrated by the UAE government. People or citizens will also find this study useful as they are the key ‘customers’. Excellent service delivery will put the country public sector as one of the best performing countries in the world (Jochen 14). By identifying service excellence model that has made UAE to shine in the global map of service excellence, the study will help other public service strategy developers to emulate UAE. 1.6 Limitations The study will be limited by the number of respondents to be included into the sample. Since the study area is too big, it would be difficult to physically distribute the questionnaires. In this case, the study will develop e-mail questionnaires that will be distributed proportionately to all the nine Emirates in the UAE. It would also be challenging to obtain an appropriate sampling technique that will get all the respondents under a common weighting. This will increase the margin of error and decrease survey stability. To overcome this challenge, the study will run datasets on the survey to assess the weights of the population and gender. Lastly, the study will be limited by the language of instruction for the data collection instrument. Since the research study will be written and compiled in English, the respondents who will predominantly Arabic speakers will have their questionnaires translated into Arabic language. 2.0 LITERATURE REVIEW 2.1 Introduction This chapter discusses the service excellence theories, empirical studies and considers a range of secondary data that may be useful in illuminating the subject of service excellence. It will attempt to obtain information relating to government service delivery in the UAE given the number of models that have been developed to enhance service excellence in the country. Various sources of secondary data like books, journals, articles, magazines and newspapers will be used. Figure 1: Dichotomy of literature in the study In the figure 1 above, it shows the expected dichotomy of literature review and what it will address. The initial phase is to define service excellence and provide a range of theories that supports the concept. Consequently service models in the UAE such as DQA, DGEP, and SKEA models will also be discussed. 2.2 Service excellence Organizations have business aims to achieve and outcomes to customers. The success of such organizations depends on how they manage their problems and control the level of progress (Dale 29). Achieving key performance targets is just as important as listening to customers on their views regarding the services provided. Complaints, feedback and comments from customers are essential in making vital adjustments on the way organizations are run which are supportive to better service delivery (33). According to Goutheir et al. (2012) service excellence is a provision of exceptional service quality by way of a management system that exceeds expectations, loyalty and delight to customers. Since it creates customer loyalty and delight, service excellence is undoubtedly the very essence of offering exceptional service quality in which every service provider would want to attain (Wolde-Rufael 34). Reports of achievements of Dubai government (as quoted in Al-Khouri 23,45) extols the creation of a citizen-centric government through service excellence in a country attempts to meet its objectives and pursuit of continuous economic development. Many governments around the world have embraced service excellence in the government sector by projecting a vision and determination to provide excellent, efficient and quality of services to its citizens (Hannum & Martineau 16). Gronroos (2004) acknowledges that service excellence have been manifested through models in a bid to explore service quality and formulated to quantify service excellence in these entities. Some of the known models are; Nordic model, SERVQUAL model, hierarchical model and multilevel model. 2.3 Service Excellence theories Although related to public relations, excellence theory is a general theory describing how organizations can become more efficient and effective through service quality and public relations (Grunig 171). This theory brings a better understanding on image and identity of an organization by improving continuously the management and effectiveness of public sector organizations (168). However, the theory is much interested in the internal environments and conditions of organizations, hence; it preconceives the fact that organizations are effective and efficient when they derive more monetary value. As pointed out by Grunig (1992) it is possible to obtain a harmonious organization-public value which extols the aspects of service quality and value to the public. The onus of this theory is in establishment of good relationship between the strategic publics and the organization as they help develop and achieve goals that meets and exceeds their expectations. Excellence reduces the costs of negative publicity and increases revenue through services and products required by stakeholders (Sandy et al. 139).  Service excellence coalesces with excellence theory in a way given the four approaches as; goal attainment and systems, strategic constituencies, and competing values (Toth, 102). Under competing values approach, public organizations are under intense pressure to bridge the gap between its strategic constituencies and government sector goals. This happens through integration of goals with values of strategic constituencies. This enables organizations to attain the goals and value to its strategic constituencies such as the public (Thomas 15). This theory fails to appreciate the industry at which some organizations fall in. For example, most public organizations lack the social responsibility of managerial decisions and only work in effective and engaged stakeholder publics based on quality relationships. Despite that, stakeholders pressure or oppose organization that fail to honor their needs (Rui & Batista 599). European Foundation for Quality Management (EFQM) is another theoretical model that has been benchmarked and emulated across the world (Ruiz-Carrillo & Fernandez-Ortiz 38). The model is based upon nine quality management criteria and was the foundation of some models like Dubai Quality models and Dubai Government Excellence program (EFQM, 34). While company achievements are under criteria covering four results, criteria of covering the basis of company core business are shown by five enablers (Worku 113). This model is applicable widely and is useful in this study. The result is a model under quality management methodologies that recognizes the diversity and refrains from prescribing any one methodology (54). 2.4 Service excellence models There are various service excellence models used in the UAE such as Sheikh Khalifa Excellence Award (SKEA), Abu Dhabi Award for Excellence in Government Performance (ADAEP), Dubai Quality Award (DQA) and Dubai Government Excellence Program (DGEP) (AGSO 15). For the purpose of this study, SKEA, DQA and DGEP will be discussed. 2.4.1 Dubai Quality Award model Dubai Quality Award (DQA) was introduced in 1994 to help improve business standards in Dubai. In this model, companies first showcase their quality commitment in their business areas if they wish to apply for the awards (Reddick 40). So far, the award has helped to boost external and internal trade as well as competition where companies demonstrate commitment to best practices are awarded (Al-Kadi 47). A short list is draw up after the award assessors review submissions based on the DQA Model. The figure below shows the DQA model; Figure 2: DQA excellence model Source: Nusierat, 2010, p. 8 Figure 2 above, the criteria is based on sub-criterion parts in which each is differently weighted. The Dubai Quality Award (DQA) model framework consists of five ‘Enablers’ and four ‘Results’ (Nusierat 7). ‘Results’ criteria are about organization achievements while the ‘Enablers’ criteria are about organization activities. In fact, ‘Enablers’ cause ‘Results’. The model recognizes the availability of many approaches to the public sector in achieving sustainable excellence hence non-prescriptive (Makharita, 25). Excellent results are attained through Processes, Resources, Partnerships, People, Strategy and Leadership driving Policy (Robert & Kong 17). Dynamic nature of the model is emphasized by the arrows in the model. They show how learning and innovation improves enablers that lead to improved results. The dynamics of the model are reflected in the linkages between sub-criterion and criteria parts. 2.4.2 Dubai Government Excellence Program (DGEP) Model Dubai Government Excellence Program (DGEP) was established in 1997 by the government of Dubai to spread the concept of good management, innovation, professional practice and excellence of quality in the government sector (Shaaban 76). DGEP has been successful in assessing participants and awards winners through development of excellence models. Being the second largest of the seven emirates of the UAE, Dubai is led by Sheikh Mohammad bin Rashid Al Maktoum and occupies approximately 3,900 km2 with about 2 million people (Al-Maktoum 12). Dubai public sector lacked substantive creativity before the implementation of DGEP concepts (Government of Dubai 41). The country was also riddled with low motivation and competitive spirit, and non-customer oriented programs in quality service delivery. Most of the government excellence programs in place were ineffective and inefficient in a bid to address the needs, expectations, demands, and preferences to Dubai citizens (48). Dubai began a journey of transformation after a myriad of challenges by on focusing on excellence (Hess 10). Driven by vision, commitment and involvement, Dubai focused on incorporating concepts of DGEP and numerous initiatives to improve the level of service delivery to its citizens (El-Kahlout 4). Today Dubai has excelled in performance improvement and achievement in the public sector more than the private sector (9). This is because the government has incorporated substantive creativity and innovation. Figure 3: DGEP Organizational Excellence Model Source: Nusierat: 2010, p. 12 As shown in (Fig. 3) above, just like EFQM model, Dubai Government Excellence Program (DGEP) model has enablers and results. The model seeks to enhance the government sector to improve in performance and lower operational cost reduction to citizens when accessing services (Makharita 33). DGEP model is lauded for leading Dubai in terms of speed of services, improved staff performance and staff attitude, information gathering, efficiency, and transaction process (Ahrens 580). 2.4.3 Sheikh Khalifa Excellence Award (SKEA) Abu Dhabi Chamber of Commerce and Industry launched the Sheikh Khalifa Excellence Award (SKEA) in 1999 as a methodology, roadmap and blue print for continuous service improvement. SKEA became an important model in enhancement of competitiveness of the government and business sector in Abu Dhabi and the UAE at large (Gulf News 13). The model is unique in the sense that at this point in time was the first Abu Dhabi program to adopt the EFQM Excellence model and was first to be fully aligned with the international best practice. All other local awards in RAK, Sharjah, Ajman, and Dubai followed this move (Al-Ali and Ahmed 55). SKEA became a competitive edge by becoming a representative of the real owners of the Primary National Distributor the European Foundation for Quality Management (EFQM) which is the Excellence model in Europe (EFQM 56). Moreover, SKEA also led experts in the field of organisational Excellence and prepared the first Arabic version and later approved by all other Arabic speaking countries of the EFQM 2013 Model with local distributors and representatives as well. Sheikh Khalifa Excellence Award (SKEA) program is not only a complete program but also an award that offers all the relevant services and products regarding Excellence and Quality (Al-Mourad & Kamoun 9). The model also provided forum on Leaders for Excellence (L4E), Journey to Excellence programs (J2E) and Licensed Assessors’ training (EAT). There are courses designed for the senior executives of the management team and other members in public and private organizations working in the UAE. SKEA also offers programs in Arabic and English languages such as Recognized for Excellence (R4E) and Committed to Excellence (C2E). They are internationally acclaimed EFQM products that encourage public organizations in the UAE to sustain their efforts in a bid to attain Excellence Transformation (Newswire 38). 2.5 Government service improvement in the UAE United Arab Emirates consists of seven emirates namely; Abu Dhabi, Dubai, Umm Al-Quwain, Sharjah, Ras al-Khaimah, Ajman and Fujairah (Gulf News 2013). These emirates are under a single President at the federal level and administered as a single entity. UAE has developed a citizen-centric government in which the country continues to achieve its objectives and develop economically. Existing operational practices of the country requires few changes to make it more effective and efficient. It is apparent that the UAE government is determined to offer excellent quality of services and service excellence to its citizens (Molina-Azorin & Cameron 54). Emirates Government Service Excellence Program was launched by His Highness Al Maktoum in March 2011 as an alignment with the UAE vision and one of the best countries in the world by the year 2021 (65). The driving factor is the efficiency of government service delivery expected at 7 stars level and focuses on strengthening government efficiency and the citizens. Seven strategic priorities were identified in the UAE in order to achieve these objectives (Tipler 5). These are; citizen experiences, service integration, multiple service delivery channels, efficiency of services, culture of service, innovation in service delivery and service governance (Molla & Licker 879). Regarding citizen experience, the federal government has focused on understanding customer’s needs by exceeding the customer’s expectations and striving to provide world class services (Gronroos 65). The federal government has multiple service delivery channels and provides services through mobile phones, customer service centers, land or online. The main focus is reaching government efficiency and streamlining delivery channels through encouraging customers to move towards online channels from traditional outlets (Le Blanc 76). The UAE government recognizes the need for integration of information, systems and operations as well as adopting a culture of support methods, tools and training. By doing so, they create customer centric and highly professional government teams (81). Efficiency of services has been attained through cost effectiveness which in turn optimizes the leverage of available resources and improves the quality of services (Johnston 131). Service Governance has engendered a governance system that engages relevant stakeholders and change. The federal government of UAE has invested in innovation of service delivery by rewarding new ideas and creating an enabling environment to promote creativity. On the contrary, majority of UAE citizens culturally fear that online services such as m-Government and e-Government pose some risks owing to the uncertainty of the purchase environment. According to Royal Gholami et al. (2011) such fear affects just and equitable service delivery given citizens fear making wrong or unsuitable decisions. Ultimately, the kind of service quality the public expect from the government in future is compromised by such cultural orientations (Mohsin & Run 667). In conclusion, the federal government of UAE has helped in provision of services that identify their needs and aspirations and exceed customer’s expectations (Moss 13). Emphasizing the quality of service delivery and highest global standards has been harnessed in all customer service outlets in the federal government (Hirmukhe 4). These include providing information and data required by the citizens addressing their feedback in a timely and organized manner. The UAE government in 2011-2013 developed the core objective of the strategic plans by highlighting the need of giving preference to citizens first by means of a futuristic, responsible, inventive, and lean government (Al-Khouri 32). RESEARCH METHODOLOGY The aim of this study is to examine the influence of service excellence models on government service delivery to citizens in the UAE government sector. Under choices, this study will use a mixed method approach which involves both qualitative and quantitative studies. The study will be guided by the research onion as illustrated below. Figure 4: Research ‘onion’ on UAE state of government services Source: Saunders et al. 2009, p. 14 As shown in the figure above, the study will be guided by positivism as research philosophy. Positivism classifies the social world objectively using statistical data (Flick 50). According to Saunders (2009), the philosophy on positivism establishes causal connections between one or more variables. In this study, there will be an attempt to understand the influence that the service models have on government service delivery. The study will employ both inductive and deductive approaches. The researcher in deductive approach develops hypothesis and theory before designing to test the hypothesis. Inductive approach is where the researcher collects data and develops the theory based on data analysis (Kothari 45). The research strategy will involve use of survey to obtain opinions, views and feelings of the respondents (Judd & Reis 39). It will also involve a case study of UAE government sector which potentially can have its findings generalized in some other countries with the Arab world or other continents. The study will be conducted between March and May 2015 based on a cross-sectional survey of government departments and agencies as perceived by the citizens. On techniques and procedures, the study will send 500 e-mails to the citizens of the nine Emirates. These groups of e-mails will be obtained from respondents who had visited any government offices for services in the UAE. According to AGSO (2014) there are about 8.2 million people in the UAE. Since it would be difficult to determine the location of respondents before they participate in the study, they will be assumed to be citizens of UAE and not necessarily expressing opinions of particular Emirates (Khamis 21). After compiling the list of e-mails, systematic sampling will be used to select the nth item into the sample. 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