Effectiveness is not a dimension of service productivity. It is a measure of how well a service meets the needs and expectations of customers.

The primary goal of service efficiency is to minimize costs while maintaining or improving service quality.

Customer satisfaction surveys are not a direct measure of service efficiency. They are used to measure customer satisfaction, which is an outcome of service quality.

The main purpose of benchmarking in service operations is to identify best practices that can be adopted to improve performance.

Reducing customer interactions is not a strategy for improving service productivity. It may actually lead to decreased customer satisfaction and lower service quality.

The primary focus of service quality management is to meet customer expectations, not exceed them or minimize complaints.

Assurance is not a dimension of service quality. It is a dimension of trust, which is an important factor in service relationships.

The SERVQUAL model is used for measuring service quality, identifying service gaps, and developing service improvement strategies.

Cost reduction is not a service improvement strategy. It is a cost management strategy.

Service innovation is about creating new services, improving existing services, and differentiating from competitors.

Product innovation is not a type of service innovation. It is a type of product innovation.

All of the above are challenges in measuring service productivity.

Increased employee turnover is not a benefit of service productivity improvement. It is a potential negative consequence of productivity improvement if not managed properly.

The relationship between service productivity and service quality depends on the specific service. In some cases, they may be positively correlated, while in other cases they may be negatively correlated.

Customer satisfaction is an outcome of service productivity and efficiency, not a key factor in achieving them.