11 Flashcards
are a key input for delivering service excellence and competitive advantage.
Frontline employees
Among the most demanding jobs in service businesses are the
frontline jobs.
Customer contact personnel must attend to both operational and marketing goals. They are expected to delight customers, which takes time, and yet they have to be fast and efficient at operational tasks.
Organization/Client Conflict
the Service staff may have conflicts between what their job requires and their own personalities, self-perceptions, and beliefs.
Person/Role Conflict
Conflicts between customers are not uncommon (e.g., smoking in non-smoking sections, jumping queues, and it is usually the service staff that are summoned to call the offending customer to order
Interclient Conflict
•The term emotional labor was first used by _________ in her book ___________.
Arlie Hochschild, in her book ‘The Managed Heart’
arises when a discrepancy exists
between how frontline staff feel inside and the emotions the management requires them to show in front of customers.
Emotional labor
Begin with narrow design of jobs to accomofade low skill level
The employee cycle of failure
Begins with heavy organizational emphasis on attracting new customer, who become dissatisfied
The customer cycle of failure
where there is little incentive to improve
performance and where fear of entrenched unions may discourage management from adopting more innovative labor practices.
Cycle of mediocrity
Better pay and benefits attract good quality staff.
Cycle of success
include visual communication skills such as attentive listening, understanding body
language and even facial expressions, and reading customers’ need
Interpersonal skills
include all the required knowledge related to processes
Technical skills
staff’s product and service knowledge are the key aspects of service quality. They must be able to explain product features effectively and position the product correctly.
Product/service knowledge
are both necessary but neither alone is sufficient for optimal job performance
Interpersonal and technical skills
People are motivated and satisfied knowing they are doing a good job
Jon content
People derive a sense of identity and belonging to an organization from feedback and recognition
feedback and recognition
Specific, difficult but attainable and accepted goals are strong motivators
They result in higher performance as compared to no goals, or vague goals (“do
your best”), or goals that are impossible to achieve.
Goal accomplished
