Effects of perceived cost, service quality, and customer satisfaction on health insurance service continuance

This paper aims to contribute to the universal discourse on financial services continuance behavior by examining the impact of service cost on customers\u27 service-quality perception and service continuance intention. It presents the results of an empirical study that has explored the impacts of service cost, service quality, and customer satisfaction on health insurance customers\u27 behavioral intention toward continuing or discontinuing with their service providers. Very few studies had examined the impact of service cost on service-quality perception. Our study attempts to fill that gap. A sample of 820 customers was surveyed, and 624 usable responses were analyzed with ANOVA, standard multiple regression, and logistic regression. Our findings indicate that, although highly satisfied health insurance customers will most likely retain their current service providers, customer dissatisfaction does not necessarily lead to discontinuance. Our results also provide some operational implications for health insurance managers, with strategies for reducing attrition and improving customer retention

Queering Anne

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Queering Colonialism or Queer Imperialism? Migrating Images and Methodologies of Spatial Transgression

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Die Kweer Kolonie

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Filaments of Narrative: Sculpture and the Unravelling of Identity

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The Phenomenon of Carnival in the Renegotiation of a Post-Apartheid Identity

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Queering Colonialism or Queer Imperialism? Migrating Images and Methodologies of Spatial Transgression

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Sculpting Dissent and Art as Armed Protest

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A multi-skilling model to supplement artisan training

Over the past 40 years a number of management, education and training fashions and fads have appeared. Critics argue that management adopts quick fixes and that new techniques may not represent permanent solutions. Others feel that managers adopt new techniques because they are working towards continuous improvement in a highly uncertain world. Remember that you can only achieve continuous improvement through training and development of the people in the organization. It is important that the appropriate training and assessing approaches should be used in the training and development of the multi-skilled artisan. The time ratio for training compared to development could be 70% to 30%. What is multi-skilling? Each and every person will have his/her own perception of this concept. A multi-skilled employee can be: An employee who can do more than one job, like a millwright. An employee who is trained in one job, but because of other inputs he/she can be utilised in different areas of the organisation. For the authors, multi-skilling refers to wide usability and adaptability of the worker in the workplace. In the training and development of the multi-skilled artisan the core syllabus will be the training part, and the peripherals the development part as set out in the model. The artisans' definition of life skills did correlate very closely with the definition given by the authors. The artisans' use of the new terminology came out very clearly during the second post-test. The authors think that the application of the assessment model (collage) was a success and that the outcomes were reached. South African Journal of Higher Education Vol.15(2) 2001: 204-21

Narrating defiance: Carnival and the Queering of the Normative

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