The perception of service quality has been extensively studied in the past 3 decades. Service quality refers to “the customer's assessment of the overall excellence or superiority of the service” (Zeithaml, 1988). Parasuraman et al. (1985) defined the concept of service quality as a comparison between customer expectations and actual services performed. Many unique characteristics, such as intangibility, inseparability of production and consumption, heterogeneity, and perishability separate services from tangible goods (Zeithaml et al., 1985). Heterogeneity concerns the potential for high variability in the performance of service. The quality and essence of a service can vary from service provider to service provider, from customer to customer, and from day to day. Job standardization enables organizations to minimize variability in service-delivery processes. Although job standardization may damage innovation, many benefits exist as a result of standardization and these benefits mainly derive from its power to provide consistency in the operations of the organization (Ungan, 2006). Consistency increases efficiency and enables process control to function more smoothly.