Perceived Variability and Process Performance: Evidence from Service Professionals in Brazil and Portugal

Abstract

This study aimed to identify how service operations managers perceive the effects of task duration variability and activity pooling on key performance indicators such as flow time, queue length, perceived service quality, and customer satisfaction. A scenario-based experiment was conducted with 229 professionals working in service operations in Brazil and Portugal. Participants evaluated fictional processes with varying levels of variability (low vs. high) and task allocation formats (specialized vs. pooled). All scenarios were validated through computer simulations prior to the experiment. The results reveal a gap between analytical models in the literature and managerial perceptions. While queuing theory associates increased variability with performance deterioration, respondents frequently attributed positive effects to higher variability and activity pooling, especially in relation to perceived quality. The study contributes by uncovering managerial interpretations that diverge from established operations management principles, suggesting the need for greater integration between analytical approaches and service-oriented perspectives. From a practical standpoint, the findings underscore the importance of strengthening managerial training in process analysis and promoting the use of computational tools as support for decision-making in complex service operations.