International Journal of Social Economics

The effect of service quality toward public satisfaction and public trust on local
government in Indonesia
Dasman Lanin, Nailuredha Hermanto,
Article information:
To cite this document:
Dasman Lanin, Nailuredha Hermanto, (2018) "The effect of service quality toward public satisfaction
and public trust on local government in Indonesia", International Journal of Social Economics, https://
doi.org/10.1108/IJSE-04-2017-0151
Permanent link to this document:
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

https://doi.org/10.1108/IJSE-04-2017-0151
Downloaded on: 25 October 2018, At: 06:18 (PT)
References: this document contains references to 92 other documents.
To copy this document: permissions@emeraldinsight.com
Access to this document was granted through an Emerald subscription provided by emerald-
srm:380143 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.

*Related content and download information correct at time of download.

 The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0306-8293.htm

The effect of
The effect of service quality service quality
toward public satisfaction and
public trust on local government
in Indonesia
Dasman Lanin and Nailuredha Hermanto Received 20 April 2017
Revised 9 February 2018
Universitas Negeri Padang, Padang, Indonesia 3 April 2018
13 June 2018
11 August 2018
Accepted 24 September 2018
Abstract
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

Purpose – The purpose of this paper is to investigate the effect of service quality toward public satisfaction
and public trust on local government in Indonesia.
Design/methodology/approach – A quantitative approach was used to achieve the objectives of the study.
The study consisted of nine exogenous variables and one endogenous variable. The exogenous variables were
delivery, timeliness, information, professionalism, staff attitude, organizational politics, internal roles, external
roles and citizen satisfaction, while the endogenous variable was public trust toward the regional government.
The samples were taken using two sampling methods, cluster sampling technique and proportional stratified
random sampling technique. The cluster sampling was institutional sample in which the researchers selected
2 out of 11 regencies in West Sumatra, and 2 out of 7 cities in West Sumatra. The regencies were Pasaman Barat
and Tanah Datar and the cities were Padang Panjang and Padang. In the lower level, there were ten nagari and
ten lurah. On the second stage, the sample was selected using the proportional stratified random sampling
technique that had been set at the first stage. Slovin formula with 2 percent of errors was used to determine the
number of samples. The total respondents in this study were 4,177 respondents.
Findings – The hypothetical model can be used as a new model for public service that was provided by the
local governments (cities and districts) and it was able to increase citizen satisfaction and citizen trust with
local government, especially in the basic need services such as education and health as described in Figure 1.
In order to increase public satisfaction on the basic needs, such as education and health services, regional
government should improve delivery, timeliness of service, availability of information, staff professionalism,
staff attitude, external and internal roles of manager and at the same time minimize organizational politics
within the local government. Furthermore, it is also evident in this model that increasing public satisfaction
on basic services can increase public confidence toward regional government. The finding that shows the
novelty of this research is the internal and external role of managers in improving public satisfaction and
trust in regional government. Meanwhile, the addition of internal political as variable is a development to
improve the existing models.
Originality/value – Regional government should reconstruct their basic public service in order to meet need
of the public. No previous study has comprehensively studied the relationship between interaction quality,
physical environmental quality, and outcome quality to public satisfaction and its implication to public trust,
especially in Indonesia.
Keywords Service quality, Public trust, Local government, Public satisfaction
Paper type Research paper

1. Introduction
Model, construct and practice of public service in the developing countries have been shifted
from state-oriented to public-oriented or from focusing on government apparatus, group and
klick to focusing on the public. Indonesians no longer see their bureaucrats as authorities;
they start seeing them as public servants even though this shift of paradigm has yet become
common practice (Ndraha, 2005; Vigoda-Gadot, 2006; Kurniawan and Puspitosari, 2007;
Napitupulu, 2007; Ratminto and Winarsih, 2008). The change of perspective is taking place
very slowly in Indonesia due to conservative orientation, culture and practice derived from
International Journal of Social
Economics
The authors of this paper have not made their research data set openly available. Any enquiries © Emerald Publishing Limited
0306-8293
regarding the data set can be directed to the corresponding author. DOI 10.1108/IJSE-04-2017-0151
 IJSE the state-oriented paradigm as well as poor public service. Regional government has not
been able to develop a comprehensive framework to apply the public-oriented paradigm
even though the delegation of authority from central government to the regional
government has been stated in the 2009 Decree number 25 about Public Service Regional
government (city and municipality). One example is commitment to give compensation to
the public when government apparatus is unable to provide sufficient public service for the
public. This spirit has not been developed and implemented well, since Ombudsman and
regional government have not developed and given reinforcement on this issue. These
institutions should conduct studies and developmental studies to develop public-oriented
paradigm-based model.
Public satisfaction on public service is a crucial issue in Indonesia, more particularly in
regional government level that is very close to the society. Regional government has not
been able to carry out more democratized political reform is not followed by administrative
reform or public-oriented management. Regional government has not been able to carry out
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

democratized and participative management and administration that emphasize on public

interest and satisfaction. Authoritative culture still becomes an inseparable part of
public service. The bureaucrats are still putting their interests before the public interests.
Good management and leadership are the requirements for regional government to
carry out qualified public service. Aspirative public administration (one that meets
public interest) is the key to create more orderly, dignified, fair and prosperous living.
Regional government is responsible for providing education, health facility and other
public facilities for the public.
Regional autonomy is established based on the 1999 Decree number 22 and the 2004
Decree number 23 as its amendment. The purpose of regional autonomy is to give authority
for the head of regional government to establish program and policy of which goal is
to meet public need and maintain public welfare (Hamid, 2011). Two types of facilities
regional government should provide for the public are education and health facilities.
Regional government has direct access and interaction to the society. Regional autonomy
allows regional government to create innovation to support public service. However,
Ombudsman RI Perwakilan Sumatera Barat (2013) stated that regional government has yet
to make significant effort to improve the quality of the public service because their agencies
are still focusing on the power and authority rather than the public interests. Based on these
phenomena, regional government should reconstruct their basic public service in order to
meet need of the public.
Based on the background above, the aim of this research is to investigate the effect of
service quality toward public satisfaction and public trust on local government in Indonesia.
Originality on this research shown in location of this study, model building for this study
uses three type of service quality (interaction quality, physical environmental quality and
outcome quality), with two endogenous variables (public satisfaction and public trust), and
analysis tools using partial least square (PLS) with modification using Sobel test for testing
the mediation effect of public satisfaction in the relationship between service quality and
public trust.
Several previous studies have found partial relationship between variables as follow:
interaction quality (staff professional, staff attitude) to public satisfaction by C. Edquist et al.
(2000), D.I. Ikediashi et al. (2015) and S. Van de Walle (2016); physical environmental quality
(organizational politics, internal roles, external roles) to public citizen satisfaction by
R.J. Fonseca et al. (2013); outcome quality (delivery, timeliness and information) to public
satisfaction by R. Satokari et al. (2010); interaction quality (staff professional, staff attitude) to
public trust by J. Fledderus (2015) and A. Fowler et al. (2003); physical environmental quality
(organizational politics, internal roles and external roles) to public citizen satisfaction
by R. Satokari et al. (2010); outcome quality (delivery, timeliness and information) to
 public trust by A.B.L. Cheung (2013) and S. Han et al. (2017); and public satisfaction to public The effect of
trust by S. Sumaedi et al. (2016) and Y. Yang et al. (2014). No previous study has service quality
comprehensively studied the relationship between interaction quality, physical environmental
quality, and outcome quality to public satisfaction and its implication to public trust,
especially in Indonesia.

2. Literature review
Public satisfaction is an important indicator to measure the quality of service provided by
an institution (Oliver, 2014). Vigoda-Gadot (2006) defined satisfaction as variable that
conveys detail information about public perspective toward various regional and national-
scale public services. Van Ryzin’s review on DeHoog et al.’s (1990, 1992) study as well as
review on his own research in 2004 revealed that satisfaction is public’s thorough evaluation
on public service, and it has become the key dependent variable in studies about regional
government (2005). Giese and Cote (2000) mentioned three major components in the
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

definition of job satisfaction, namely, satisfaction as response (emotional or cognitive),

the response focuses on particular element (expectation, product, consumption and so on)
and response taking place at certain time. On the other hand, based on the contrast theory,
users will compare between the actual performance and expectation they have prior to
service. When the performance meets or even exceeds their expectation, the users are
satisfied and at the opposite, when the performance is worse than their expectation, the
users are dissatisfied. This theory considers users as the one who determine satisfaction
itself. Service providers are object the public or users can evaluate based on their own
perceptions (Tjiptono and Chandra, 2007).
Van Ryzin (2005) developed satisfaction model called “The expectancy disconfirmation
model of citizen satisfaction with local government.” The term disconfirmation is used to
distinguish between this theory and the previous ones. The previous theories consider
satisfaction as confirmation between desired and real achievement. However, the
disconfirmation theory considers satisfaction located in confirmation point as neutral
area or neither satisfied or not satisfied. Ryzin and Gregg’s idea is supported by Santos and
Boote (2003) who called the confirmation area zone of indifference (ZOI), while Erevelles and
Leavitte called this neutral area simple confirmation. The assumptions of Patterson’s (1993)
disconfirmation paradigm are first, individual expectation (E ) is derived from knowledge
about and experience with product, marketing communication (public sector socialization)
and mouth-to-mouth evaluation from the public. Second, performance (P) refers to public
perception about performance. Third, according to Patterson, comparison between E and P,
Van Ryzin (2005) called subtractive disconfirmation is going to result in three things: PoE
causes negative disconfirmation that results in dissatisfaction, PWE causes positive
disconfirmation that results in very satisfactory or delight and P ¼ E causes confirmation
that results in either satisfaction or dissatisfaction. Furthermore, Santos and Boote (2003)
called the third condition (P ¼ E ) as the zone of indifference or area that cannot distinguish
between satisfaction and dissatisfaction. In conclusion, the contrast and model
disconfirmation theory above in general can become foundation to identify both general
and specific public satisfaction. However, in this study, the researchers used the
disconfirmation model to measure public satisfaction on basic public service (education and
health) provided by regional government.

2.1 Citizen satisfaction determinant

Public service consists of five dimensions (Perry and Thomson, 2006), namely, significant
commitment with other people, minimum financial reward, short amount of time, contribution
or benefit for the local, national or global society, going through structure and program
of formal organization. Greenland et al. (2006) identified and found the major dimension of
 IJSE service from various banking studies in East Africa and several different components come up
from the study. Out of 13 components, five components are responsible for determining public
satisfaction toward bank, namely value of non-credit products, lucrative and effective loan
calculation, network accessibility, effective queuing and professional, helpful and good-looking
staffs. The study reviewed various research works on dimension, factor or component that
determine customer or public quality and satisfaction, for example Parasuraman et al. (1985)
stated that customer or public satisfaction is determined by ten dimensions of service originated
in the USA called SERVQUAL (reliability, responsiveness, competence, access, politeness,
communication, credibility, safety, customer knowledge and tangibles). Continuing the same
study in 1988, 1991 and 1994, Parasuraman et al. (1988, 1991, 1994) reported that out of the ten
dimensions, there are five major dimensions that truly determine quality, namely tangibles,
reliability, responsiveness, assurance and empathy. In China, four dimensions resulting in
satisfied service are staff’s ethics, credibility, communication and access to service staffs
(Wang et al., 2003). In Australia, Avkiran (1994, 1999) identified ten factors related to qualified
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

banking service; they are tangibles, reliability, responsiveness, assurance, empathy, bank
reputation, product convenience, product availability, overall product quality and overall service
quality. In addition, Vigoda-Gadot (2006) investigated two factors that drive public satisfaction
toward public service, namely internal politics in an organization and ethics. Besides affecting
satisfaction, these two factors also influence public trust toward regional government, political
participation and orientation. Brown (2007) postulated that choice and coercion are two factors
that separate satisfaction from dissatisfaction.
Froehle (2006) stated that there is significant correlation between knowledge, preparation
and ability to meet target with both traditional and modern media. On the other hand,
politeness, professionalism and attention are not correlated when the modern media
intervene, although these three traditional variables are consistently correlated to
satisfaction without any intervention from the modern media. O’Kelly and Dubnick (2005)
also found that nobility, bureaucratic justice and moralism are needed as transcendental
values in active, argumentative and rationality agencies, necessary components in
determining public satisfaction. Moreover, Van Ryzin (2005) found that expectations,
performance and disconfirmation are the consistent predictors of public satisfaction.

2.2 Citizen satisfaction and citizen trust

Trust refers to public trust that public service providers are able to provide good service and
always strive to meet needs of the community in the long term (Martinez and Bosque, 2013).
Government failure to maintain public trust will have adverse impacts such as the
destruction of government image (Yang et al., 2014). If this happens, agenda to redevelop
public confidence toward the government should be the main agenda for reform
(Cheung, 2013). The term service failure refers to the failure of service providers to provide
services for the community (Van de Walle, 2016). When there is a failure in public service
delivery, the public can vote to express their dissatisfaction (Van de Walle, 2016).
In addition, people can also choose not to use government services anymore (exit) and move
on to private services (Dowding and John, 2011).
Ha and Akamavi (2009) stated that previous experience can influence public trust toward
service providers. It is important for the government or service providers to gain public
trust in order to maintain their image and carry out good governance (Nawawi, 2012).
The significant effect of satisfaction toward public is shown in Vigoda-Gadot’s (2006) model,
emphasizing that satisfaction is the outcome of public service carried out by the
government. Public satisfaction also results in trust in governance, voice and political
efficacy, political participation and in macro-scale public welfare (Vigoda-Gadot, 2006;
Kurniawan and Puspitosari, 2007). However, many tend to ignore or fail to apply these
aspects (Ndraha, 2005; Napitupulu, 2007).
 Several previous studies related to the problems and objectives of this study have The effect of
resulted in some partial findings which can then serve as a start to develop a satisfactory service quality
public service model for local government. MORI’s study for The Office of Public Service
Reform, UK in 2004 entitled “The key driver of satisfaction with public service” showed that
there are five key variables that affect public satisfaction toward public services provided
by the UK Government. The five variables are delivery, timeliness, information,
professionalism, and staff attitude, and their contribution toward the public satisfaction
is 30, 24, 18, 16 and 12 percent, respectively. Dasman Lanin’s study conducted between 2007
and 2013 showed that 90.8 percent of the people of Padangpanjang are not satisfied with the
basic public facilities (health, education and social) available in their city (Lanin and
Mubarak, 2010).
MORI’s delivery, timeliness and staff attitude have 30, 24 and 16 percent influence
toward British people satisfaction (Mori and Thomson, 2004). Indicators of these three
variables are similar to those of SERVQUAL’s reliability, responsiveness and empathy
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

(Mori and Thomson, 2004). It has been proven that service quality has influence toward
public satisfaction simultaneously (Kayeser Fatima and Razzaque, 2014) or partially, in
which reliability is the indicator the public pay the most attention to (Lanin and Hermanto,
2016). In other studies, empathy becomes the variable customers pay the most attention to
measure their satisfaction (Suki, 2014). Besides that, using the terminology “timeliness,”
Kufteros et al. (2014) found out that timeliness has influence toward customer
satisfaction particularly when there is interaction between customers and providers.
Furthermore, information is proven to have influence toward visitors of tourist attractions
(Cho and Sagynov, 2015). The indicators of tangible in SERVQUAL also emphasize on the
availability of information service users can understand (Parasuraman et al., 1990).
Professionalism and staff attitude have significant and positive correlation with public
satisfaction (Lanin, 2010a, b), while political organization has negative influence toward
the public satisfaction. The findings and previous related studies are used as references to
develop the hypothetic model called citizen satisfaction with local governance service
presented in an international conference in Korea University (Lanin, 2012), and this model
got responses, criticism and inputs from the participants. Finally, in their 2013 study,
Dasman Lanin, Yasril Yunus and Karjuni Dt. Maani stated that all independent variables
(seven variables) in this study, i.e. delivery, timeliness, information, professionalism,
staff attitude, internal politics of organization and manager’s external role, either
simultaneously or partially, have significant influence toward public satisfaction on
regional government. The seven variables are developed into a public service model for
the regional government (Lanin and Adnan, 2014) and synthesized with other variables to
develop a new public service model.

3. Research method
A quantitative approach was used to achieve the objectives of the study. The study consisted
of nine exogenous variables and one endogenous variable. The exogenous variables were
delivery, timeliness, information, professionalism, staff attitude, organizational politics, internal
roles, external roles and citizen satisfaction, while the endogenous variable was public trust
toward the regional government. The samples were taken using two sampling methods, cluster
sampling technique and proportional stratified random sampling technique. The cluster
sampling was institutional sample in which the researchers selected 2 out of 11 regencies in
West Sumatra, and 2 out of 7 cities in West Sumatra. The regencies were Pasaman Barat and
Tanah Datar and the cities were Padang Panjang and Padang. In the lower level, there were ten
nagari and ten lurah. On the second stage, the sample was selected using the proportional
stratified random sampling technique that had been set at the first stage. Slovin formula
with 2 percent of errors was used to determine the number of samples. The total respondents
 IJSE in this study were 4,177 respondents. The data were collected using a questionnaire. All items
in the questionnaire were valid and had high reliability. Simple and multiple regressions were
used to analyze the data. The model was developed based on a conceptual framework that had
been designed previously (Figure 1).
The data analysis method in this research used descriptive analysis and inferential
statistical analysis using PLS based on this research has three types of variables, namely
exogenous, mediation and endogenous variables (Solimun et al., 2017). Then the model
was poured into a conceptual framework that has been designed previously. All variables
included in the unobservable and are formed by the indicator (as observable variable)
using a first-order factor analysis by reflective indicators (there are common factors
within the indicators in each variables). Service quality (X) based on three variables
(dimensions), such as interaction quality (X1) (with two indicators, namely, staff
professionalism (X1.1) and staff attitude (X1.2)), physical environmental quality (X2) (with
three indicators, namely organizational politics (X2.1), internal roles (X2.2) and external
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

roles (X2.3)) and outcome quality (X3) (with three indicators, namely delivery (X3.1),
timeliness (X3.2) and information (X3.3)). Public satisfaction (Y1) measured by four
indicators, namely, intangibility (Y1.1), inseparability (Y1.2), heterogeneity (Y1.3) and
perishability (Y1.4). Public trust (Y2) measured by four indicators, namely, integrity
(Y2.1), competence (Y2.2), consistency (Y2.3) and virtue (Y2.4). The results of this analysis
indicate that a variable as a mediating variable (Sobel test), but not necessarily true. The
hypothesis is accepted if the critical ratio value of more than 1.96 and p-value less than
0.05 (with an error rate of 5 percent) (Solimun et al., 2017).

4. Result and discussion

Prior to analysis, researchers should check several assumptions, namely linearity
(Fernandes et al., 2015) and residual autocorrelation (Kutner et al., 2004). Normality
assumption is not a requirement because of bootstrap resampling-based PLS approach,
homoscedasticity assumption is not a requirement considering robust PLS approach toward
heteroscedasticity of residual variance (Hair et al., 2010). Curve fitting approach is used for

Service Quality (X)

Staff Profesionalism
(X1.1)
Interaction Quality Intangibility (Y1.1)
(X1)
Staff Attitude (X1.2)
Inseparability (Y1.2)

Public Satisfaction
(Y1)
Organizational Politics Heterogeneity (Y1.3)
(X2.1)

Physical Perishability (Y1.4)

Internal Roles (X2.2) Environmental
Quality (X2)

External Roles (X2.3)

Integrity (Y2.1)

Delivery (X3.1) Competence (Y2.2)

Public Trust (Y2)

Timeliness (X3.2) Outcome Quality
Consistency (Y2.3)
(X3)

Information (X3.3) Virtue (Y2.4)

Figure 1.
Conceptual framework Indicators (Observable)

Variables (Unobservable)
 the linearity assumption and the criterion is linear assumption can be accepted if the linear The effect of
model is significant (linear model sig. o0.05). Ljung box test is used for the residual service quality
non-autocorrelation assumption and the criterion is the residual non-autocorrelation
assumption can be accepted if sig. W0.05.
Table I shows that the linear model sig. was lower than 0.05, which means the linear
assumption was accepted. On the other hand, based on the Ljung box test, the sig. of each
residual is higher than 0.05 and, therefore, the residual non-autocorrelation assumption was
accepted. Based on these scores, the PLS model can be used for hypothesis testing.
Service quality with three dimension: interaction quality (measured by two indicators
staff professionalism and staff attitude), physical environmental quality (measured by three
indicators namely organizational politics, internal roles and external roles) and outcome
quality (measured by three indicators namely delivery, timeliness, and information) has a
positive and significant effect to public satisfaction. On the other hand, public satisfaction
(measured by four indicators, namely, intangibility, inseparability, heterogeneity and
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

perishability) has a positive and significant effect to public trust with measured by four
indicators, namely, integrity, competence, consistency and virtue. Service quality does not
directly affect public trust but the indirect effect of service quality significantly affects
public trust.
Figure 2 describes the result of multiple regression tests on the influence of each
exogenous variable on endogenous variable. Figure 2 shows the model for public service
provided by regional government reconstructed to increase citizen satisfaction and trust.
MORI’s study for The Office of Public Service Reform, UK in 2004 entitled “The key driver
of satisfaction with public service” showed that there are five key variables that affect
public satisfaction toward public services provided by the UK Government. The five
variables are delivery, timeliness, information, professionalism and staff attitude, and
their contribution toward the public satisfaction is 30, 24, 18, 16 and 12 percent,
respectively. These five variables and other variables, namely internal politics of
organization and internal and external roles of managers, were used to reconstruct the
public service model.

4.1 Delivery
The most important element of public service organization is methods these organizations
apply to provide qualified service for the society (Hubaisy et al., 2014). In the developed
model, service delivery was measured based on the outcome, the ability of service provider
to meet the target, problem-solving methods service providers apply and service completion
(Mori and Thomson, 2004; Froehle, 2006). This study showed that delivery had influence
toward public satisfaction with the significance of 0.00 and contribution of 27.2 percent.
Delivery has the highest contribution in affecting the public satisfaction. It showed that the

Assumption Criteria Sig. Description

Linearity X1–Y1 0.001 Accepted

X2–Y1 0.001 Accepted
X3–Y1 0.001 Accepted
X1–Y2 0.001 Accepted
X2–Y2 0.001 Accepted
X3–Y2 0.001 Accepted Table I.
Y1–Y2 0.001 Accepted Linearity and residual
Non-autocorrelation Residual 1 (Endogen Y1) 0.001 Accepted non-autocorrelation
Residual 2 (Endogen Y2) 0.001 Accepted assumption
 IJSE Staff Profesionalism
(X1.1)
 = 0.511
Interaction Quality Intangibility (Y1.1)
 = 0.257  = 0.701
(X1) p = 0.019
Staff Attitude (X1.2) 2
 = 0.573 R =0.343
Inseparability (Y1.2)
 = 0.713
 = 0.116 Public Satisfaction
p = 0.292  = 0.551
(Y1)
Organizational Politics  = 0.332 Heterogeneity (Y1.3)
(X2.1)  = 0.505 p = 0.003
 = 0.548

 = 0.618
Physical
 = 0.309 Perishability (Y1.4)
Internal Roles (X2.2) Environmental
p = 0.005
Quality (X2)  = 0.242
 = 0.559  = 0.110 p = 0.028
External Roles (X2.3) p = 0.318

Integrity (Y2.1)

 = 0.512

Delivery (X3.1) Competence (Y2.2)

 = 0.611  = 0.581

 = 0.107 Public Trust (Y2)  = 0.599

 = 0.637 Outcome Quality
Timeliness (X3.2) Consistency (Y2.3)
(X3) p = 0.329
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

 = 0.551 2  = 0.503
R =0.532
Information (X3.3) Virtue (Y2.4)

Significant Relationship (p < 0.05) R total2 = 0.817

Figure 2. Indicators (Observable)

Insignificant Relationship (p > 0.05)

Analysis result Variables (Unobservable)

Dominant Indicators

keys to increase public satisfaction on public service are good service delivery and
understanding toward need of the public (Amoako, 2012; Andrews and Turner, 2017) and
encourage the public to describe their expectation on public service (Madumo, 2014).
An indicator of this variable is outcome/service, for example health service from doctor or
nurse is outcome or service public hospitals provided and permit is outcome/service
provided by the authority. The finding is in line with another study in which the quality of
service delivery influenced patients’ satisfaction on health service (Sumaedi et al., 2016).
Other researchers also reiterated the significant influence of service quality toward public
satisfaction ( Jahansahi et al., 2011; Susanti, 2013). Besides outcome/service, staff ability to
provide good service determines service reliability (Parasuraman et al., 1990). Reliability is
the common indicator of public service and it has influence toward quality of public service
(Abu-El Samen et al., 2013; Abdullah et al., 2013), while service quality itself is the predictor
of customer satisfaction (Mokhlis, 2012; Selvakumar, 2016).

4.2 Timeliness
Public services should be provided swiftly and within reasonable time. Subsequently,
timeliness can be defined as the quality or habit of arriving or being ready on time or
punctual and it is occurring at a suitable time, seasonable, opportune and well-time
(Iberahim et al., 2016). The findings of this study indicated that timeliness had significant
influence toward public satisfaction with the contribution of 20.8 percent. It showed that
timeliness variable is the key variable in measuring the public satisfaction level. In this
study, timeliness is represented using several indicators, namely length of time required for
a type of service and how frequent service providers contact or communicate with users
until service is completed. Previous research shows that the users expected quick
service and this would affect the level of public satisfaction later (Iberahim et al., 2016).
The indicators of speedy service are similar to the concept of responsiveness used to
measure service quality. Based on the concept of responsiveness, service provider’s
response and speed are two indicators to evaluate public services (Parasuraman et al., 1990).
Even though speed becomes their main priority, service providers should also take quality
into account because durability, performance and error-free are also indicators used to
 measure service and its products (Kianpour et al., 2014). Service users seem to want short The effect of
turn-around time to address their needs. This meant that services would need to be provided service quality
timeously (Public Service Commission, 2010).

4.3 Information
The availability of information is essential in service delivery because the society
emphasized on the importance of accurate and detailed information and information has
been proven to increase public satisfaction (Yuan and Chu, 2013). The findings of this
study showed that information had significant influence toward public satisfaction with
the contribution of 13 percent. Based on MORI’s study, information had 24 percent
contribution to improve public satisfaction in the UK. The indicators of information
were the validity and completion of information and availability of information about
service progress to the public. One of the scopes of IKM evaluation in Indonesia is
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

clear requirements about service procedures, cost and time. Service providers should
provide these pieces of information to their users. In addition, the availability of service
information also becomes an indicator of tangible in public service (Parasuraman et al.,
1990). Several criteria to consider prior to providing service information to the public are
the completion and quality of the information (Saha et al., 2012). In increasingly advanced
digital era, social media is an effective instrument for the government to spread
information about public service to the public (Criado et al., 2017). The public finds it the
most frustrating when they are unable to access information or notification about public
service (Source: G4S Assessment Service UK).

4.4 Professionalism
Professionalism is the ability and expertise of someone about something, either theoretical
or practical. This study proved that the influence of professionalism toward citizen
satisfaction was significant with 0.000 of significance rating and ARS score of 14.1 percent.
Professionalism was measured using several indicators, namely staff competence and fair
treatment shown by service providers (non-discrimination). One of the indicators of
assurance used to measure service quality is staff competence and their ability to give
accurate responses to users’ questions. This indicator is used to determine whether a service
is safe or not because services provided staffs with poor performance will create doubt in the
public (Parasuraman et al., 1990). Another study mentioned that competence is expressed as
an ability or requirement to perform a specific task (Succar et al., 2013). George (1999) stated
that, “a study shows the relationship between causality between competence variables”
(Ikediashi et al., 2015), even in basic services such as health, staff quality/professionalism
had the greatest influence on public satisfaction on health services (Sumaedi et al., 2016).
The findings of other studies show that professionalism is the key to determine public
satisfaction (Kartikaningdyah, 2012) because professional staffs will have good
performance (Kadarisman, 2013) such as giving accurate information, error-free service
products and timely provision of services. Therefore, service providers should keep
increasing professionalism of their employees and Pryke (2003) argued that “the goal of any
knowledge management strategy must be to improve the level of service delivered.”

4.5 Staff attitude

This study proved that this variable significantly influenced citizen satisfaction
with 0.000 of significance rating and the ARS score was 9.1 percent (see Figure 1). In a
research by Mori and Thomson (2004), it found that the staff attitude can be used as
predictors for citizen satisfaction as the dependent variable. It had positive significance
and the contribution to citizen satisfaction was 12 percent. Parasuraman et al. (1990)
 IJSE stated that an indicator to measure service quality shown by service providers.
This empathy is represented using several indicators, namely language the staffs used,
staff politeness and responsibility, and care for the users. In this study, staff attitude was
represented through hospitality, honesty, and sympathy and non-discriminative attitude
the staffs showed. Service providers should treat the public equally and politely because
the public wants to feel accepted and appreciated when they come to public institution
(Source: G4S Assessment Service UK). Another study showed that when service providers
were being discriminative, public satisfaction would decrease (Chen et al., 2012). Public
service providers should project equity and fairness because these two influenced public
satisfaction (Chang, 2008).

4.6 Political organization

This study found a negative significant correlation between internal political organization and
citizen satisfaction. The significance rating was 0.000 and the ARS score was −1.4 percent.
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

Vigoda-Gadot (2006) clearly mentioned that political organization can be seen from the
perspective of both the organization (internal) and the public and stated that “organizational
politics was labeled as unethical and even immoral or corrupt behavior.” Vigoda-Gadot’s
(2006) study reported that internal politics of organization had negative influence toward
public satisfaction on public service. The findings of this study support the findings of other
studies showing that the internal politics of organization influenced public satisfaction on
regional government level, in which staffs were required to remain neutral, avoid political
pressure and organizational clicks (Lanin, 2010a, b).

4.7 Internal role of manager

There are two kinds of manager role based on prevailing spot; those are external role and
internal role. The influence of the internal manager on citizen satisfaction was significant
with 0.000 of significance rating and the ARS score was 10.8 percent (see Figure 1). Internal
roles of manager are to encourage subordinates, delegation of authority, dissemination from
outside to inside, seek and receive information from employees, allocate resources and solve
internal problems, among others. In a study, Denhardt stated that motivation managers give
to their staffs can improve the staffs’ productivity (Rahmawati, 2013). Besides that,
leadership managers show can improve staff’s performance (Hawi et al., 2015). Another
study showed that recently staffs are no longer responsible for customer satisfaction; top
management is also responsible for developing good incentive system that motivates the
staffs (Munari et al., 2013). The characteristic of civil service is social welfare in which
political and government pressure to internal organization can influence service policy and
decision of service providers (Fowler and Pryke, 2003). This finding is also related to roles
and attitude of managers amidst internal politics of organization in order to maintain
customer satisfaction. Based on the findings of this study and those of the previous studies,
implicitly, it can be concluded that the active role of manager in internal organization will
significantly influence staff performance, productivity and eventually quality of service the
staffs provided for the society.

4.8 External role of manager

This study found a positive correlation between external role of manager and citizen
satisfaction with 0.000 of significance rating and the ARS score was 12.6 percent. In their
public service quality concept, Parasuraman et al. (1990) also introduced service gap
resulting in failure to provide qualified service. One of the gaps is discrepancy between
management and customer’s expectation. As the leader of organization, manager should be
able to overcome this gap. Hussain (2011) stated that the external roles of a manager are as
 symbol, the intermediary, spokesman, businessman and negotiator. This study showed that The effect of
managers who were able to carry out their external roles well would have positive service quality
contribution toward the public satisfaction. Mintzberg (1988) said “the original societal shift
toward greater democracy will cause managers to spend more time in the leader role.”

4.9 The effect of satisfaction on citizen trust

This study showed that user satisfaction had significant influence toward public trust on
the government with the significance of 0.000 and contribution 4.6 percent. Trust is an
important ethical issue and is learned from different perspectives; one of them is trust
toward the government (Salminen and Ikola-Norrbacka, 2010). A study showed that a
pivotal method to develop public trust toward the government is to make the public feel
confident in public sector organizations and societal institutions because public service is
not run in competitive atmosphere and the implementation of commercial aspects is not too
relevant in public service (Fowler and Pryke, 2003). When the public thinks that the
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

government can no longer carries out their responsibility, public trust will decline
automatically (Salminen and Ikola-Norrbacka, 2010). Citizen satisfaction can generate trust
in governance, voice, political efficacy and political participation, and in the macro scope it
generated the society welfare (Vigoda-Gadot, 2006; Kurniawan and Puspitosari, 2007).
But many people did not realize it and did not try to make it happen in a well-established
form (Napitupulu, 2007; Ndraha, 2005).

5. Conclusion and implication

Finally, it can be concluded that the hypothetical model can be used as a new model for
public service that was provided by the local governments (cities and districts) and it was
able to increase citizen satisfaction and citizen trust with local government, especially in the
basic need services such as education and health as described in Figure 1. In order to
increase public satisfaction on the basic needs, such as education and health services,
regional government should improve delivery, timeliness of service, availability of
information, staff professionalism, staff attitude, external and internal roles of manager and
at the same time minimize organizational politics within the local government. Furthermore,
it is also evident in this model that increasing public satisfaction on basic services can
increase public confidence toward regional government. The findings that show the novelty
of this research is the internal and external roles of managers in improving public
satisfaction and trust in regional government. Meanwhile, the addition of internal political
as variable is a development to improve the existing models.
This study has both theoretical and practical implications. Integration between the
previous public service models with two variables, namely organizational political and both
internal and external roles of managers, to reconstruct a new service model contributes to
the development of the public service management sector. This model also shows that the
public can observe organizational political in an organization and it has influence toward
public satisfaction. However, the relationship between these two variables should be
identified and developed further in order to develop a more robust public service model.
In addition, further studies should be conducted to explain the findings of Vigoda-Gadot’s
(2006) study indicating that trust in the government contributes to political efficacy, political
participation and social welfare need. Future researchers focus on the internal side of the
government and involve new variables, namely professionalism, public satisfaction,
political participation and social welfare.
In terms of practical contribution, the findings of this study provide a model of public
service for regional government whose responsibility is to provide basic health and
education services for the public. These two services are the mandatory duties of the
regional governments in decentralized government systems. Public satisfaction on
 IJSE both services greatly affects the level of public trust toward the regional government.
Regional government is considered unreliable when they are unable to provide satisfactory
basic services. This service model will help regional governments to see which aspects
of service they should improve provide qualified services and eventually gain more trust
from the public.

References
Abdullah, I., Omar, R. and Rashid, Y. (2013), “Effects of personality on organizational commitment and
employees performance: empirical evidence from banking sector of Paskistan”, Middle East
Journal of Scientific Research, Vol. 18 No. 6, pp. 759-766.
Abu-El Samen, A.A., Akroush, M.N. and Abu-Lail, B.N. (2013), “Mobile SERVQUAL: a comparative
analysis of customers’ and managers’ perceptions”, International Journal of Quality & Reliability
Management, Vol. 30 No. 4, pp. 403-425.
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

Amoako, I.O. (2012), “Trust in exporting relationships: the case of SMEs in Ghana”, DProf thesis,
Middlesex University, London.
Andrews, D. and Turner, S. (2017), “Improving the customer experience through consistency and
effective service delivery in the United Kingdom public house sector”, British Food Journal,
Vol. 119 No. 3, pp. 587-599.
Avkiran, N.K. (1994), “Developing an instrument to measure customer service quality in branch
banking”, The International Journal of Bank Marketing, Vol. 12 No. 6, pp. 10-18.
Avkiran, N.K. (1999), “Quality customer service demands human contact”, International Journal of
Bank Marketing, Vol. 17 No. 2, pp. 61-74.
Brown, T. (2007), “Coercion versus choice: citizen evaluations of public service quality across methods
of consumption”, Public Administration Review, Vol. 67 No. 3, pp. 559-572.
Chang, J.J.S. (2008), “An analysis of advance fee fraud on the internet”, Journal of Financial Crime,
Vol. 15 No. 1, pp. 71-81.
Chen, S.C., Yen, D.C. and Hwang, M.I. (2012), “Factors influencing the continuance intention to the
usage of Web 2.0: an empirical study”, Computers in Human Behavior, Vol. 28 No. 3, pp. 933-941.
Cheung, A.C.K. (2013), “Language, academic, socio-cultural and financial adjustments of mainland
Chinese students studying in Hong Kong”, International Journal of Educational Management,
Vol. 27 No. 3, pp. 221-241.
Cho, Y.C. and Sagynov, E. (2015), “Exploring factors that affect usefulness, ease of use, trust, and
purchase intention in the online environment”, International Journal of Management &
Information Systems-First Quarter, Vol. 19 No. 1.
Criado, J.I., Rojas-Martin, F. and Gil-Garefa, J.R. (2017), “Enacting social media success in local public
administrations: an empirical analysis of organizational, institutional, and contextual factors”,
International Journal of Public Sector Management, Vol. 30 No. 1, pp. 31-47.
DeHoog, R.H., Lowery, D. and Lyons, W.E. (1990), “Citizen satisfaction with local governance: a test of
individual, jurisdictional, and city-specific explanation”, The Journal of Politics, Vol. 52 No. 3,
pp. 807-837.
DeHoog, R.H., Lowery, D. and Lyons, W.E. (1992), “Citizenship in the empowered locality an
elaboration, a critique, and a partial test”, Urban Affairs Review, Vol. 28 No. 1, pp. 69-103.
Dowding, K. and John, P. (2011), “Voice and choice in health care in England: understanding citizen
responses to dissatisfaction”, Public Administration, Vol. 89 No. 4, pp. 1403-1418.
Edquist, C., Hommen, L. and Tsipouri, L. (2000), Public Technology Procurement and Innovation,
Kluwer Academic Publishers, Boston, MA.
Fernandes, A.A.R., Budiantara, I.N., Otok, B.W. and Suhartono (2015), “Spline estimator for bi-
responses and multi-predictors nonparametric regression model in case of longitudinal data”,
Journal of Mathematics and Statistics, Vol. 11 No. 2, pp. 61-69.
 Fledderus, J. (2015), “Acceptance and commitment therapy for public mental health promotion, The effect of
effectiveness of the ‘Living to the full’ program”, available at: http://doc.utwente.nl/79649/1/ service quality
thesis_M_Fledderus.pdf (accessed February 20, 2015).
Fonseca, R.J., Smith, B.M., Deshmukh, A.M. and Barber, H.D. (2013), “Mandibular Fractures dalam
Fonseca”, Oral and Maxillofacial Trauma, 4th ed., Elsevier, MO, pp. 293-330.
Fowler, A. and Pryke, J. (2003), “Knowledge management in public service provision: the child support
agency”, International Journal of Service Industry Management, Vol. 14 No. 3, pp. 254-283.
Fowler, R.A., Flavin, K.E., Bar, J., Weinacker, A.B., Parsonnet, J. and Gould, M.K. (2003), “Variability in
antibiotic prescribing patterns and outcomes in patients with clinically suspected ventilator-
associated pneumonia”, Chest, Vol. 123, pp. 835-840.
Froehle, C.M. (2006), “Service personnel, technology, and their interaction in influencing customer
satisfaction”, Journal Compilation, Vol. 37 No. 1, pp. 5-38.
George, K. (1999), A Two-Way Street: Institutional Dynamic of Modern Administrative State, University
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

of Pittsburgh Press, Pittsburgh, PA.

Giese, J.L. and Cote, J.A. (2000), “Defining consumer satisfaction”, Academy of Marketing Science
Review, Vol. 2000 No. 1, pp. 1-27.
Greenland, S., Coshall, J. and Combe, I. (2006), “Evaluating service quality and customer satisfaction in
emerging markets”, International Journal of Consumer Studies, Vol. 30 No. 6, pp. 582-590.
Ha, H. and Akamavi, R. (2009), “Does trust really matter in electronic shopping? A comparison study of
Korean, Taiwanese, and UK consumers”, Seoul Journal of Business, Vol. 15 No. 1, pp. 91-119.
Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010), Multivariate Data Analysis, 7th ed.,
Pearson Prentice Hall, NJ.
Hamid, A.A. (2011), “Otonomi daerah dan kualitas pelayanan publik”, Academica, Vol. 3 No. 1, pp. 1-89.
Han, S., Bangs, N.L., Carbotte, S.M., Saffer, D.M. and Gibson, J.C. (2017), “Links between sediment
consolidation and Cascadia megathrust slip behavior”, Nature Geosci, Vol. 10, pp. 954-959.
Hawi, R., Alkhodary, D. and Hashem, T. (2015), “Managerial companies and organizations
performance”, International Journal of Management Sciences, Vol. 5 No. 11, pp. 723-735.
Hubaisy, Z., Suharsono, A. and Helpiastuti, S.B. (2014), “Evaluasi kinerja PDAM Kota Probolinggo
dalam perspektif balance scorecard”, E-SOSPOL, Vol. 1 No. 1, pp. 10-24.
Hussain, M. (2011), “Modelling the enablers and alternatives for sustainable supply chain
management”, Master of Applied Science thesis, Concordia University.
Iberahim, H., Mohd Taufik, N.K., Mohd Adzmir, A.S. and Saharuddin, H. (2016), “Customer satisfaction
on reliability and responsiveness of self-service technology for retail banking service”, Procedia
Economics and Finance, Vol. 37, pp. 13-20.
Ikediashi, D.I., Ogunlana, S.O. and Odesola, I.A. (2015), “Service quality and user satisfaction of
outsourced facilities management (FM) services in Nigeria’s public hospitals”, Built
Environment Project and Asset Management, Vol. 5 No. 4, pp. 363-379.
Jahansahi, A.A., Gashti, M.A.H., Mirdamadi, S.A., Nawaser, K. and Khaksar, S.M.S. (2011), “Study the
effect of customer service and product quality on customer satisfaction and loyalty”,
International Journal of Humanities and Social Science, Vol. 1 No. 7, pp. 253-260.
Kadarisman, M. (2013), Manajemen Pengembangan Sumber Daya Manusia, Rajawali Pers, Jakarta.
Kartikaningdyah, E. (2012), “Analisis indeks kepuasan masyarakat terhadap pelayanan publik pada
BP2T Kota Tanjungpinang”, Jurnal Integrasi, Vol. 4 No. 2, pp. 111-211.
Kayeser Fatima, J. and Razzaque, M.A. (2014), “Service quality and satisfaction in banking sector”,
International Journal of Quality & Reliability Management, Vol. 31 No. 4, pp. 367-379.
Kianpour, K., Jusoh, A. and Asghari, M. (2014), “Environmentally friendly as a new dimension of
product quality”, International Journal of Quality & Reliability Management, Vol. 31 No. 5,
pp. 547-565.
 IJSE Kufteros, X., Verghese, A.J. and Lucianetti, L. (2014), “The effect of performance measurement systems
on firm performance: a cross-sectional and a longitudinal study”, Journal of Operations
Management, Vol. 32 No. 6, pp. 313-336.
Kurniawan, J.L. and Puspitosari, H. (2007), Wajah buram pelayanan, Malang Corruption
Watch, Malang.
Kutner, M.H., Nachtsheim and Neter, J. (2004), Applied Linier Regression Models, McGraw Hill,
New York, NY.
Lanin, D. (2010a), “Pengaruh Sikap Aparatur Terhadap Kepuasan Warga”, DIPA UNP, Padang.
Lanin, D. (2010b), “Pengaruh Profesionalisme dan Sikap Aparatur Terhadap Kepuasan Warga”,
UNP, Padang.
Lanin, D. (2012), “Citizen satisfaction with local government”, ICONPO (International Conference of
Public Organization) Conference, Korea University, May 11.
Lanin, D. and Adnan, M.F. (2014), “Conceptualization of public service model on city government”,
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

International Integration for Regional Public Management, Vol. 64 No. 3.

Lanin, D. and Hermanto, N. (2016), “The public service quality model: its determinants (an innovation
in the perspective of interaction between manager and employee)”, UNP, Padang.
Lanin, D. and Mubarak, A. (2010), “Kepuasan Diskonfirmasi Warga pada Sektor Publik Demokrasi”,
Jurnal Ilmiah Politik Kenegaraan, Vol. 9 No. 2, pp. 1-7.
Madumo, O.S. (2014), “Fostering effective service delivery through public participation: a South
African local government perspective”, Association of Teacher in Public Administration, Vol. 22
No. 3, pp. 130-147.
Martinez, P. and Bosque, I.R.D. (2013), “CSR and customer loyalty: the roles of trust, customer
identification with the company and satisfaction”, International Journal of Hospitality
Management, Vol. 35 No. 1, pp. 89-99.
Mintzberg (1988), Power in and Around Organization, Prentice-Hall, Englewood, NJ.
Mokhlis, S. (2012), “The influence of service quality on satisfaction: a gender comparison”,
Public Administration Research, Vol. 1 No. 1, pp. 1-19.
Mori and Thomson, W. (2004), “Customer satisfaction with key public services”, available at:
www.cabinetoffice.gov.uk/opsr (accessed January 25, 2015).
Munari, L., Lelasi, F. and Bajetta, L. (2013), “Customer satisfaction management in Italian banks”,
Qualitative Research in Financial Markets, Vol. 5 No. 2, pp. 139-160.
Napitupulu, P. (2007), Pelayanan publik dan customer satisfaction, Alumni, Bandung.
Nawawi, M. (2012), “Pengaruh motivasi dan kompetensi tenaga kesehatan terhadap kinerja pusat
kesehatan masyarakat”, Mimbar: Jurnal Sosial dan Pembangunan, Vol. 28 No. 1, pp. 93-102.
Ndraha, T. (2005), Kybernologi; sebuah rekonstruksi ilmu pemerintahan, Rineka Cipta, Jakarta.
O’Kelly, C. and Dubnick, M.J. (2005), “Taking tough choices seriously: public administration and
individual moral agency”, Journal of Public Administration Research and Theory, Vol. 16 No. 3,
pp. 393-415.
Oliver, R.L. (2014), Satisfaction: A Behavioral Perspective on the Consumer, Routledge, London and
New York, NY.
Ombudsman RI Perwakilan Sumatera Barat (2013), “Kepatuhan pemerintah provinsi sumatera barat”,
dalam pelaksanaan UU No. 25 tahun 2009 tentang pelayanan publik (hasil survey),
Sumatera Barat.
Parasuraman, A., Berry, L.L. and Zeithaml, V.A. (1991), “Perceived service quality as a consumer-based
performance measure: an empirical examination of organizational barriers using an extended
service quality model”, Human Resource Management, Vol. 30 No. 3, pp. 335-364.
Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1985), “A conceptual model of service quality and its
implications for future research”, Journal of Marketing, Vol. 49 No. 4, pp. 41-50.
 Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1988), “SERVQUAL: a multiple-item scale for The effect of
measuring consumer perceptions of service quality”, Journal of Retailing, Vol. 64 No. 1, pp. 14-40. service quality
Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1990), “Five imperatives for improving service
quality”, MIT Sloan Management Review, Vol. 31 No. 4, pp. 29-38.
Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1994), “Alternative scales for measuring service
quality: a comparative assessment based on psychometric and diagnostic criteria”, Journal of
Retailing, Vol. 70 No. 3, pp. 201-230.
Patterson, P.G. (1993), “Expectations and product performance as determinants of satisfaction for a
high-involvement purchase”, Psychology and Marketing, Vol. 10 No. 5, pp. 449-465.
Perry, J.L. and Thomson, A.M. (2006), “Service with a Smile”, Journal of Public Administration Research
and Theory, Vol. 16 No. 2, pp. 322-324.
Public Service Commission (2010), “Public Service Commission Act, 2066 (2010)”, available at:
www.lawcommision.gov.np (accessed January 20, 2015).
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

Rahmawati, D. (2013), “Pengaruh motivasi terhadap produktivitas kerja karyawan PR Fajar Berlian
Tulungagung”, Jurnal BONOROWO, Vol. 1 No. 1, pp. 1-15.
Ratminto and Winarsih, A.S. (2008), Manajemen pelayanan; pengembangan model konseptual,
penerapan citizen’s chartet & standar pelayanan minimal, Pustaka Pelajar, Yogyakarta.
Saha, P., Nath, A.K. and Salehi-Sangari, E. (2012), “Evaluation of government e-tax websites: an
information quality and system quality approach”, Transforming Government: People, Process
and Policy, Vol. 6 No. 3, pp. 300-321.
Salminen, A. and Ikola-Norrbacka, R. (2010), “Trust, good governance and unethical actions in
Finnish public administration”, International Journal of Public Sector Management, Vol. 23 No. 7,
pp. 647-668.
Santos, J. and Boote, J. (2003), “Theoretical exploration & model of consumer expectations, post-purchase
affective stages & affective behavior”, Journal of Consumer Behaviour, Vol. 3 No. 2, pp. 142-156.
Satokari, R., Rantanen, R., Pitkala, K. and Salminen, S. (2010), “Probiotics and prebiotics in elderly
individuals”, in Cho, S.S. and Finocchiario, E.T. (Eds), Handbook of Probiotics and Prebiotics
Ingredients: Health Benefits and Food Applications, CRC Press, New York, NY.
Selvakumar, J.J. (2016), “Impact of service quality on customer satisfaction in public sector and private
sector banks”, Purushartha: A Journal of Management Ethics and Spirituality, Vol. 8 No. 1,
pp. 1-12.
Solimun, Fernandes, A.A.R. and Nurjannah (2017), Pemodelan Persamaan Struktural (SEM)
Pendekatan WarpPLS, UB Press, Malang.
Succar, B., Sher, W. and Williams, A. (2013), “An integrated approach to BIM competency acquisition,
assessment and application”, Automatic in Construction, Vol. 35 No. 1, pp. 174-189.
Suki, N.M. (2014), “Passenger satisfaction with airline service quality in Malaysia: a structural equation
modeling approach”, Research in Transportation Business and Management, Vol. 10 No. 4,
pp. 26-32.
Sumaedi, S., Yarmen, M. and Yuda Bakti, I.G.M. (2016), “Healthcare service quality model: a multi-level
approach with empirical evidence from a developing country”, International Journal of
Productivity and Performance Management, Vol. 65 No. 8, pp. 1007-1024.
Susanti, C.E. (2013), “Brand equity towards repurchasing intention of mobile phones through consumer
value”, Manajemen & Bisnis Berkala Ilmiah, Vol. 12 No. 1, pp. 50-63.
Tjiptono, F. and Chandra, G. (2007), Service, Quality & Satisfaction, Andi Offset, Jakarta.
Van de Walle, S. (2016), “When public services fail: a research agenda on public service failure”, Journal
of Service Management, Vol. 27 No. 5, pp. 831-846.
Van Ryzin, G.G. (2005), “Testing the expectancy disconfirmation model of citizen satisfaction with
local government”, Journal of Public Administration Research and Theory, Vol. 16 No. 4,
pp. 599-611.
 IJSE Vigoda-Gadot, E. (2006), “Citizens’ perceptions of politics and ethics in public administration: a five-year
national study of their relationship to satisfaction with services, trust in governance, and voice
orientations”, Journal of Public Administration Research and Theory, Vol. 17 No. 2, pp. 285-305.
Wang, Y., Lo, H.P. and Hui, Y.V. (2003), “The antecedents of service quality and product quality and
their influences on bank reputation: evidence from the banking industry in China”, Managing
Service Quality, Vol. 13 No. 1, pp. 72-83.
Yang, D.L., Tao, R., Li, M. and Lu, X. (2014), “How does political trust affect social trust? An analysis of
survey data from rural China using an instrumental variables approach”, International Political
Science Review, Vol. 35 No. 2, pp. 237-253.
Yuan, X. and Chu, K. (2013), “When and how information quality matters: perceived customer
orientation and customer satisfaction”, Advance in Information Sciences and Service Sciences,
Vol. 5 No. 9, pp. 105-113.

Further reading
Downloaded by University of Sunderland At 06:18 25 October 2018 (PT)

Cho, M., Bonn, M.A. and Kang, S. (2014), “Wine attributes, perceived risk and online wine repurchase
intention: the cross-level interaction effect of website quality”, International Journal of
Hospitality Management, Vol. 43 No. 1, pp. 108-120.
G4S Assessment Service UK (2009), “Public service”, available at: www.g4sassessmentservice.com
(accessed February 3, 2015).
Kadarisman, M. (2012), “Analysis on factors that influence job satisfaction of government employees”,
Journal of Administrative Science and Organization, Vol. 19 No. 1, pp. 55-68.
Omar, M.W., Shaharudin, M.R., Jusoff, K. and Ali, M.N. (2011), “Understanding the mediating effect of
cognitive and emotional satisfaction on customer loyalty”, African Journal of Business
Management, Vol. 5 No. 17, pp. 7683-7690.
Ryzin and Gregg (2005), “Testing the expectancy disconfirmation model of citizen satisfaction with local
government”, Journal of Public Administration Research and Theory, Vol. 16 No. 4, pp. 599-611.

Corresponding author
Dasman Lanin can be contacted at: dasman.unp.jp@gmail.com

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com