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Chapter 8: Managing Employees' roles in Service Delivery(SD) - Coggle…
Chapter 8: Managing Employees' roles in Service Delivery(SD)
Boundary Spanning Roles
3 Dimensions of customer linking behaviors of the Front-line Service Employee(FSEs):
FSEs present the organization's image to external stakeholders.
FSEs share information internally about new and evolving customer needs and improvements in service delivery.
the way the FSE behaves in regard to courtesy, personal attentiveness, and keeping promises can influence the quality of the service as well as customer satisfaction(mean ladies at pick n pay)
Source of Conflicts: Include,
person-role conflicts
organization-customer conflicts
inter-customer conflicts
Service culture: how the culture and the values of the organization influence the employees behaviour
Difference between corporate culture and service culture
Corporate culture:
Views service as a competitive advantage,
the CC is a representation of the orgs values and considered the internal climate in the org
A Defined, service-oriented culture that all levels of employees and management can participate in, allows for employees to respond in consistent fashion
Requirements to establish a service culture:
Developing a service strategy entails what should be done, by whom, how, what resources will be utilized and the consumer benefits
Developing the organization structure:
which focuses on the marketing done by line managers, and must be centered around the attitude throughout the organization, this responsibility falls on the marketing department.
Developing leadership:
must be centered around a service orientation to develop a service culture, relies on communication
Knowledge and attitude requirements:
how does the service org function, customer relations, and role of individual in the service design and delivery process.
Service culture:
requires time in order to develop. Orgs must have a set system, procedure, and process in place to ensure that the best service can be provided to satisfy the needs of the customer.
Internal Marketing(IM), the relationship between the organization and its employees
service triangle
Internal customers: Treating employees like customers in regard to them being the first market
prerequisite for successful internal marketing:
IM should be a necessary part of strategic management
the orgs structure should be supportive of the IM
Management should show active support of IM
INTEGRATED COMMUNICATION MANAGEMENT
All staff involved(directly and indirectly) require the info about:
the service process,
service features,
customer expectations,
service offerings to customers,
customers' transaction history,
advertising campaigns
Attitude management:
Refers to the attitude of employees and their motivation for service-mindedness
necessary for positive attitudes, orgs must hire people, to create a motivation for quality service. Management must create a climate and culture in the org which allows for service-mindedness and a desire to pursue service excellence
Strategies for delivering service quality by means of people: in order for an org to create a customer-oriented, service-minded workforce:
Hire the right people
qualified to provide the service
develop people through training to deliver service quality
Types of training:
Holistically view of the org
skills required to execute the required task
specific communication skills, and service skills
Levels of employee autonomy/empowerment
to create a customer-oriented, service-minded workforce, the necessary support system
Empowerment and Enfranchisement
Empowerment:
FSEs are given the power to meet customer needs creatively, through desired skills, tools, and authority to serve the customer as they deem fit.
Benefits:
Higher job satisfaction
FSEs increase customer retention
FSEs treat customers more enthusiastically
Enfranchisement:
Empowered employees should have a system in place to link performance and reward for their customer-centric behavior.
Requirements Extrinsic and intrinsic:
Availability
Flexibility
Reversibility
Visibility
Contingent
Timeless
Durability
Levels of empowerment
(from low to high employee autonomy(Ver) and (Horizontal high to low) Management control of employees):
Virtual product line(no empowerment)
limited involvement(suggestions only)
Employees define their own role(Job involvement)
employees manage themselves
Service orgs that are well-suited, to the implementation of empowerment strategies are:
The business strat is one of differentiation and customization
Customers are long-term relationship customers
The use of tech in non-routine(complex)
Retaining the best-trained people is important, to reduce the cost of turnover, disruption, and minimize customer satisfaction:
including employees in the orgs vision
treating employees as customers as customers
measuring and rewarding strong performance
