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Organizational service orientation and its role in service performance formation; evidence from Polish service sectors   Wieslaw Urban Bialystok Technical University  Faculty of Management 2008
Preface ,[object Object],[object Object],[object Object],[object Object],[object Object],06/04/09
Organizational service orientation ,[object Object],[object Object],[object Object],06/04/09
Organizational service orientation ,[object Object],[object Object],[object Object],[object Object],[object Object],06/04/09
[object Object],[object Object],[object Object],[object Object],Organizational service orientation 06/04/09
Organizational service orientation measurement ,[object Object],[object Object],[object Object],06/04/09
Purpose s ,[object Object],[object Object],[object Object],06/04/09
Methodology ,[object Object],[object Object],[object Object],[object Object],06/04/09
The economy form which the research sample was c h oosen ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],06/04/09
Organizational service orientation in the research sample 06/04/09 Mean SD Customer treatment 4.06 0.725 Employee empowerment 2.99 1.296 Service encounter practices  3.50 0.907 Service technology 3.61 1.105 Service failure prevention 3.71 1.031 Service failure recovery 3.41 1.039 Service standards communication 3,39 0,963 Service systems practices 3.46 0.826 Service vision 4.12 1.021 Servant leadership 4.00 1.140 Service leadership practices  4.02 0.960 Service rewards 3.11 1.117 Service training 3.39 1.240 Human resource management practices  3.22 1.062 Organizational service orientation 3.56 0.714
Organizational service orientation in the research sample ,[object Object],[object Object],[object Object],[object Object]
Correlations between studied variables 06/04/09 Quality level Clients' satisfaction Correlation coefficient p-value Correlation coefficient p-value Service encounter practices  0,263 0.000016 ns  - Service systems practices 0.245 0.000048 0.173 0.002118 Service leadership practices  0.216 0.000952 0.271 0.000008 Human resource management practices  0.308 0.000000 0.203 0.000368 Service orientation 0.331 0.000000 0.243 0.000016 ns ā€“ non-significant
Correlations between studied variables 06/04/09 Market share Profitability Clients' loyalty Correlation coefficient p-value Correlation coefficient p-value Correlation coefficient p-value Service encounter practices  ns  - ns  - 0.151 0.006285 Service systems practices 0.142 0.011472 0.141 0.010637 0.178 0.001184 Service leadership practices  ns  - 0.163 0.006376 0.237 0.000063 Human resource management practices  0.189 0.000889 0.231 0.000037 0.196 0.000417 Service orientation 0.169 0.002644 0.220 0.000068 0.256 0.000003 ns ā€“ non-significant
Relationship between variables ,[object Object],[object Object],[object Object],[object Object]
Differences between sectors 06/04/09 F-statistic p-value Customer treatment 2.764 0.000285 Employee empowerment 2.252 0.003528 Service encounter practices  1.930 0.015465 Service technology ns - Service failure prevention ns - Service failure recovery ns - Service standards communication 1.756 0.033087 Service systems practices ns - Service vision 2.171 0.005134 Servant leadership ns - Service leadership practices  ns - Service rewards ns - Service training 2.227 0.003945 Human resource management practices  ns - Organizational service orientation ns - ns ā€“ non-significant
[object Object],[object Object],[object Object],Differences between sectors 06/04/09
LSD analysis achievements ,[object Object],[object Object],[object Object],[object Object]
Final conclusions  ,[object Object],[object Object],[object Object],[object Object]
Thank you!

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Servcie Orientation, Wieslaw Urban

  • 1. Organizational service orientation and its role in service performance formation; evidence from Polish service sectors Wieslaw Urban Bialystok Technical University Faculty of Management 2008
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  • 8.
  • 9.
  • 10. Organizational service orientation in the research sample 06/04/09 Mean SD Customer treatment 4.06 0.725 Employee empowerment 2.99 1.296 Service encounter practices 3.50 0.907 Service technology 3.61 1.105 Service failure prevention 3.71 1.031 Service failure recovery 3.41 1.039 Service standards communication 3,39 0,963 Service systems practices 3.46 0.826 Service vision 4.12 1.021 Servant leadership 4.00 1.140 Service leadership practices 4.02 0.960 Service rewards 3.11 1.117 Service training 3.39 1.240 Human resource management practices 3.22 1.062 Organizational service orientation 3.56 0.714
  • 11.
  • 12. Correlations between studied variables 06/04/09 Quality level Clients' satisfaction Correlation coefficient p-value Correlation coefficient p-value Service encounter practices 0,263 0.000016 ns - Service systems practices 0.245 0.000048 0.173 0.002118 Service leadership practices 0.216 0.000952 0.271 0.000008 Human resource management practices 0.308 0.000000 0.203 0.000368 Service orientation 0.331 0.000000 0.243 0.000016 ns ā€“ non-significant
  • 13. Correlations between studied variables 06/04/09 Market share Profitability Clients' loyalty Correlation coefficient p-value Correlation coefficient p-value Correlation coefficient p-value Service encounter practices ns - ns - 0.151 0.006285 Service systems practices 0.142 0.011472 0.141 0.010637 0.178 0.001184 Service leadership practices ns - 0.163 0.006376 0.237 0.000063 Human resource management practices 0.189 0.000889 0.231 0.000037 0.196 0.000417 Service orientation 0.169 0.002644 0.220 0.000068 0.256 0.000003 ns ā€“ non-significant
  • 14.
  • 15. Differences between sectors 06/04/09 F-statistic p-value Customer treatment 2.764 0.000285 Employee empowerment 2.252 0.003528 Service encounter practices 1.930 0.015465 Service technology ns - Service failure prevention ns - Service failure recovery ns - Service standards communication 1.756 0.033087 Service systems practices ns - Service vision 2.171 0.005134 Servant leadership ns - Service leadership practices ns - Service rewards ns - Service training 2.227 0.003945 Human resource management practices ns - Organizational service orientation ns - ns ā€“ non-significant
  • 16.
  • 17.
  • 18.