Employ Roles in Serv Delivery

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Employees Roles inService Delivery

Lecture # 10


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OUTLINE

Service CultureThe Criticl Importnce o! Service Employees

"ounry Spnnin$ RolesStrte$ies !or Deliverin$ Service%ulity

Throu$h &eopleCustomer Oriente ServiceDelivery


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Service Culture

Service Culture'ServiceCulture hasbeen defned more inormally as (the)y )e o thin$s roun here*+Experts have suggested that a customer

oriented organization will have t itshert the service culture, and wheregiving good service to internal as well as

external customers is considered a(nturl )y o! li!e n one o! themost importnt norm (rule)prctise

,y everyone*+


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Service Culture

Exhibiting Service eadership!" strong service culture begins withleaders in the organization whodemonstrate a passion (strong desire) or

service excellence# eadership does notconsist o giving a set o commands roma thic$ ruleboo$ but, rather the regular

and consistent demonstration o one%svalues#Employees are more likely to

embrace a service culture whenthe see mana ement livin out


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Service Culture

&eveloping a Service Culture!" service culture cannot be developedovernight, there is no magic to maintainservice culture# 'undred o little but

signifcant actors are reuired to buildand maintain a service culture#


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The Criticl Importnce o! ServiceEmployees

The Criticl Importnce o! ServiceEmployees'

rontline employees and those

supporting rom behind the scenes arecritical to the success o any serviceorganization#

*he $ey ocus in this chapter is oncustomer contact employees because!


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*hey are the service#*hey are the organization#*hey are the brand#

*hey are mar$eters#+n many cases, the contact employees isthe service, or example, in most

personal and proessional services (li$ehaircutting, physical trainers, child care,cleaning maintenance, limousineservices, and legal services)


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the contact employee provides the entireservice singlehandedly#Thus investin$ in the employee to

improve the service is e-ul tom.in$ irect investment in theimprovement o! mnu!cture

prouct+Even i the contact employee doesn%tperorm the service entirely, he or shemay still represent the frm in thecustomers e e#


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*he Service *riangle! Services mar$etingis about promises, promises me,and promises .ept# " strategic

ramewor$ $nown as the service triangle(illustrated in igure -.#.) visuallyhighlight the importance o people in

the frms to $eep their promises andsucceed in building customerrelationship#


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/i$ure 1+The Servicesr.etin$Trin$le

Compny 2n$ement

E3ternl r.etin$(.in$ the

promise*

Internl r.etin$(En,lin$ the

promise*

Employee Customer

Interctivemr.etin$

(Deliverin$ thepromise*


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Employee Satisaction, CustomerSatisaction, and /roft! Satisfedemployees ma$e or satisfed customers,

and satisfed customers can in turnstrengthen employees% sense osatisaction in their 0obs# Some

researchers suggests that unless serviceemployees are happy in their 0obscustomer satisaction will be di1cult# +nstores with the highest customersatisaction, em lo ee turnover


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The Criticl Importnce o! Service Employees

was 234, whereas in stores with the lowest customersatisaction, turnover was 564# 7ther research

suggests that employees who eel they are treatedairly by their organization will treat customers better,resulting in greater customer satisaction#

igure -.#6 the service proftchain

Intern

lservice-ulity

&ro4t,ility

Employee

Stis!ction

Employee

prouctivity

Employee

retention

E3ternlservicevlue

Custome

rstis!ct

ion

Customer loylty

Revenue$ro)th


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The Criticl Importnce o!Service Employees

8oundary Spanning 9oles! *he rontlineservice employees are reerred to asboundary spanners because they

operate at the organization boundary#*heyprovide a lin$ between the externalcustomer and internal operations o the

organization# *hey serve a criticalunction in understanding, andinterpreting inormation to and rom theorganization to the external world#


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:ho are these boundary spanners;:hat type o people and positionsinclude boundary spanner roles;

+n industries such as ast ood, hotels,telecommunication, and retail, theboundary spanners are the least s$illed,

and lowest paid employees in theorganization#


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*hey are order ta$ers, ront des$employees, telephone operators, storecler$s, truc$ drivers and delivery people#

+n other industries boundary spannersare well paid, highly educatedproessionals

or example, doctors, lawyers,accountants, consultants architectsetc#


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Emotional abour! +t means deliveringsmiles, ma$ing eye contact, showingsincere interest, and engaging in riendly

conversation with people who are moreor less strangers who may or may notever be seen again# riendliness,

courtesy, and responsiveness directedtowards customers all reuire hugeamounts o emotionl l,our rom therontline employees#


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Emotional labour attracts people%seelings 5o!ten re-uirin$ them tohie their true !eelin$s6 to be

e>ective in their 0obs#Sources o Con?ict! rontline employeesoten ace interpersonal con?icts on the

0ob# *heir rustration can, i letunattended, lead to stress, 0obdissatisaction and wea$en ability toserve customers, and burnout soon#


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7rganizational@Client Con?ict! " morecommon type o con?ict or rontlineservice employees is the con?ict

between their two bosses, theor$ni7tion and the iniviulcustomer# :hen customer ma$es

excessive demands, the employee has tochoose weather to ollow the rules orsatisy the demands# *he con?ict isgreatest when the employee believesthe or anization is wron in its olicies


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and must decide weather toaccommodate the client and ris$ losing a

0ob, or to ollow the policies# *hese

con?icts are especially severe whenservice employee depend directly on thecustomer or income in the shape o tips

or commission+Auality@ /roductivity *rade=7>s! rontlineservice wor$ers are as$ed to be bothe>ective and e1cient! *hey areex ected


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to deliver satisying service to customersand at the same time to be coste8ective n prouctive# " physician

or example is expected to deliver caringuality service to the patients but at thesame time to serve a certain number o

patients within a specifed time rame#Reserch su$$ests tht these treo8s re more chllen$in$ in service,usiness thn !or mnu!cturin$,usiness+


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Strte$ies !or Deliverin$ Service%ulity Throu$h &eople

Strte$ies !or Deliverin$ Service%ulity Throu$h &eople '*hestrategies presented here are organized

around our basic themes# *o build acustomer=oriented service mindedwor$orce an organization must!

9ire the ri$ht peopleDevelop people to eliver service-ulity&rovie the neee supports stems


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Strte$ies !or Deliverin$ Service %ulity Throu$h &eople

igure -.#B'uman 9esource strategies or delivering service uality

through people

Customer

Oriente

Service

9ire theri$ht

people

Retin the,estpeople

Developpeople toeliverservice

-ulity

&rovie

neeesupportsystem

Compete!or the,est

people

9ire !orservicecompetencies

"ethepre!erre#employer

Trin!ortechnic

l:

interctives.ills

Empo)eremployees

&romotetem)or.1esure

internl

service

-ulity

1esuren#

re)r#stron

$service

per!ormers

TretEmployeesscustomers

Inclu

#e

emplo

yees

inin

the

comp

ny;s

visio

n

Developservice

oriente#internl

process

&roviesupportivetechnolo$y ne-uipment


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'ire the right people! *o e>ectivelydeliver service uality considerableattention should be ocussed on hiring

and recruiting service personnel#Compete or the best! *o get the bestpeople, an organization needs to identiy

them and compete other organizationsto hire them# +t is suggested that frm actas mar$eters in their hunt o the bestemployees# ust as they use their


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mar$eting expertise to compete orcustomers#

8e a /reerred Employer! 7ne way toattract the best people is to be $nown asthe preerred employer in the particular

industry or location# 7ther strategiesthat support to be a preerred employerinclude extensive training, career andadvancement opportunities,


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excellent internal support, attractiveincentives and salary, and good ualityo services that employee are proud to

be associated with#


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9etain the 8est /eople! Employeesturnover, especially when the bestservice employees are the once leaving

can be very in0urious to customersatisaction, employees morale andoverall service uality# Some frms spend

a lot o time attracting employees butthen tend to take them for granted,causing these good employees to searchor 0ob alternatives#


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Customer


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Customer


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Customer Customer

/ocuseOr ni7tion Chrt


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Thn. ?ou

@l)ys See. 9elpo! @llh @lmi$hty

Employ Roles in Serv Delivery

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