4362ch6 Sp10


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4362ch6 Sp10

  1. 1. Chap. 6 - ServiceEmployees and Their Behavior<br />The old adage, “People are most important asset,” is wrong. The right people are your most important asset.<br /> - Jim Collins<br />
  2. 2. Functions ofService Personnel/Actors<br />Add tangibility to the service<br />Act as source of information in the commonly ambiguous service situation and help the customer to cognitively frame the service encounter<br />Often perceived as the service itself<br />Customer satisfaction is influenced by the quality of the interpersonal interaction between the customer and the contact employee<br />
  3. 3. Performance Issues<br />Cycle of Failure: design jobs that are low skill, emphasize rules instead of service, minimal effort in selection and training.<br />- bored employees who lack ability to respond to customer problems, become dissatisfied, poor service attitude.<br />- low service quality, high employee turnover.<br />Dept. stores, fast foods, call center operations, etc.<br />
  4. 4. Performance Issues<br />Cycle of Mediocrity: rigid rules, focus on standardization, operational efficiencies, salary/promotions based on longevity, success measured by absence of mistakes rather than productivity and outstanding customer service<br /><ul><li>Employees reluctant to leave
  5. 5. Bureaucratic hassles, lack of service flexibility, customer resentment
  6. 6. Government or regulated agencies</li></li></ul><li>Chap. 6 - ServiceEmployees and Their Behavior<br />Boundary spanners – the frontstage employees who link an organization with its customers. They represent the service in the customers’ eyes.<br />
  7. 7. Sources of Conflict for Boundary-Spanning Workers<br />Person/role: conflict between what you are asked to do vs. your own personality, orientation, or values: attorney, car salesperson, wearing uniforms at work<br />Organization/client: conflict between organization policies and client demands<br /> Ex: employee must follow company policy, but this conflicts with demands of customers<br />
  8. 8. Sources of Conflict for Boundary-Spanning Workers<br />Client/client (interclient): incompatible expectations and requirements from two or more customers; television at restaurants<br />Quality/productivity: conflict between effectiveness and efficiency<br /> Ex: state auditor is expected to deliver quality, individualized service to state offices and departments, while at the same time finishing jobs as quickly as possible<br />
  9. 9. The Emotional Side of Services<br />Workers are required to display cheerful disposition, genuine concern and unrelenting care toward the customer, no matter what the worker’s true feeling<br />Demands of such “emotional labor” can be stressful and mentally challenging<br />
  10. 10. Is Empowerment Appropriate?<br />Work requires personalized, customized service.<br />Focus on extended relationships rather than short term transactions.<br />Organization uses technologies that are complex and nonroutine in nature<br />Business environment is unpredictable<br />Employees have strong need to deepen their skills, good interpersonal skills<br />
  11. 11. Maximizing ServiceEmployee Productivity<br />Discretionary effort is the difference between the maximum effort one can bring to a task and the minimum effort needed simply to get by. <br />Effort in hiring, training, monitoring, and rewarding service employees<br />
  12. 12. Maximizing Service Employee Productivity(cont’d)<br />
  13. 13. Maximizing Service Employee Productivity(cont’d)<br />Internal Marketing is the policy of:<br />treating employees as internal customers of the service organization<br />responding to employees’ needs or wants<br />promoting the organization and its policies to the employee<br />
  14. 14. Maximizing Service Employee Productivity(cont’d)<br />
  15. 15. Ensuring Service Employee Excellence<br />Hire Intelligently: <br />Applicant’s fit with Organization’s Service Culture<br />Hire for technical and social skills – technical skills (proficiency with task), social skills (manner in which service employee interacts with customers and fellow workers)<br />
  16. 16. Delivering Service Quality Through People<br />Train Intensely:<br />Double-barreled training: Train for technical and social skills – posture, language, facial expressions, pleasing and attractive ways of talking.<br />Cross-train: to perform multiple task within the organization<br />
  17. 17. Delivering Service Quality Through People <br />Monitor Incessantly:<br />Customer Satisfaction Surveys<br />Peer evaluations<br />Mystery shoppers<br />Reward Inspirationally<br />Monetary (pay increase, bonuses)<br />Praise, recognition<br />Meaningful for worker<br />