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Employees’ Roles in Service Delivery (Chapter 12)

Employees’ Roles in Service Delivery (Chapter 12). Gap 3 - Service Performance Gap ( ) Critical Importance of Service Employees Boundary Spanning Roles Human Resource Strategies for Closing Gap 3 Service Culture. GAP 3.

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Employees’ Roles in Service Delivery (Chapter 12)

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  1. Employees’ Roles in Service Delivery(Chapter 12) • Gap 3 - Service Performance Gap • ( ) • Critical Importance of Service Employees • Boundary Spanning Roles • Human Resource Strategies for Closing Gap 3 • Service Culture ã 2005 - Dwayne D. Gremler

  2. GAP 3 Provider Gap 3 CUSTOMER Service Delivery COMPANY Customer-Driven Service Designs and Standards Part 5 Opener ã 2005 - Dwayne D. Gremler

  3. Gap 3 Key Factors Leading to Provider Gap 3 Service Delivery • Key Factors Related to Employees: • Ineffective • Role and role • Poor • Inappropriate • Lack of and Customer-Driven Service Designs and Standards ã 2005 - Dwayne D. Gremler

  4. Organizational Culture • A corporate culture is “the pattern of shared values and beliefs that give the members of an organization meaning, and provide them with the rules for behavior in the organization” ã 2005 - Dwayne D. Gremler

  5. Service Culture “A culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization.” - Christian Gronroos (1990) • Examples: ã 2005 - Dwayne D. Gremler

  6. The Critical Importance of Service Employees • They are the • They are the • They are the • They are • Their importance is evident in: • the services • the services • the ã 2005 - Dwayne D. Gremler

  7. The Services Marketing Triangle Internal Marketing External Marketing “Making the promise” “Enabling the promise” Interactive Marketing “Delivering the promise” Figure 12.2 Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler ã 2005 - Dwayne D. Gremler

  8. The Service Profit Chain Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, “Putting the Service-Profit Chain to Work,” Harvard Business Review, March-April 1994, p. 166. Figure 12.3 ã 2005 - Dwayne D. Gremler

  9. Satisfaction • Satisfied employees make for • Some companies contend: “The employee and the customer . • Examples: • Southwest Airlines • Carlson Travel Group ã 2005 - Dwayne D. Gremler

  10. Boundary Spanners • operate at the • link external customers to • front-line or customer-contact personnel • in some industries • in other industries ã 2005 - Dwayne D. Gremler

  11. Role of Boundary Spanners External Environment Customers Service Support Internal Environment ã 2005 - Dwayne D. Gremler

  12. Boundary Spanning Issues • Emotional Labor • labor that • Sources of Conflict • Quality/Productivity Tradeoffs ã 2005 - Dwayne D. Gremler

  13. Customer-OrientedServiceDelivery Human Resource Strategies for Delivering Service Quality through People Hire for servicecompetencies andserviceinclination Compete forthe bestpeople Be the preferredemployer Measure andreward strongserviceperformers Train fortechnical andinteractiveskills Hire theright people Developpeople todeliverservicequality Treatemployees ascustomers Retain thebestpeople Empower employees Includeemployees inthe company’svision Provideneeded supportsystems Promoteteamwork Developservice-orientedinternalprocesses Measureinternal servicequality Providesupportivetechnology andequipment Figure 12.6 ã 2005 - Dwayne D. Gremler

  14. Human Resource Strategies for Closing Gap 3 • hire the right people • compete for the • hire for • be the • develop people to deliver quality service • provide • empower • promote • provide needed support systems • provide proper • measure • develop • retain the best people • reward good • include employees in • treat employees as ã 2005 - Dwayne D. Gremler

  15. Employees in Service Delivery: Summary • People provide a sustainable competitive advantage • Focus should be equally based on service quality, service delivery, and employee well-being • People selection should be dependent upon the organization and the market it faces • different types of firms have different needs • Data needs to be tracked concerning what customers want and which HR practices help deliver it to them ã 2005 - Dwayne D. Gremler

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