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4362ch6 Sp10

4362ch6 Sp10






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    4362ch6 Sp10 4362ch6 Sp10 Presentation Transcript

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