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Copyright © Houghton Mifflin Company. All rights reserved. 6 | 1
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
Copyright © Houghton Mifflin Company. All rights reserved. 6 | 2
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
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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.
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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
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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.
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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
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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
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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
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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 unpredictableEmployees have strong need to deepen
their skills, good interpersonal skills
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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
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Maximizing Service Employee Productivity (cont’d)
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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
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Maximizing Service Employee Productivity (cont’d)
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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)
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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
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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