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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
- Dwayne D. Gremler

Provider Gap 3

CUSTOMER

Service Delivery
COMPANY

GAP 3
Customer-Driven Service Designs and Standards

Part 5 Opener

- Dwayne D. Gremler

Key Factors Leading to Provider Gap 3

Service Delivery

Gap 3

Key Factors Related to Employees:

Ineffective Role and role Poor Inappropriate Lack of

and

Customer-Driven Service Designs and Standards

- Dwayne D. Gremler

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

- Dwayne D. Gremler

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:

- Dwayne D. Gremler

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
- Dwayne D. Gremler

The Services Marketing Triangle

Internal Marketing
Enabling the promise

External Marketing
Making the promise

Interactive Marketing
Delivering the promise
Figure 12.2
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler

- Dwayne D. Gremler

The Service Profit Chain

Figure 12.3

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.

- Dwayne D. Gremler

Satisfaction
Satisfied employees make for Some companies contend:
The employee and the customer Examples:

Southwest Airlines Carlson Travel Group

- Dwayne D. Gremler

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Boundary Spanners
operate at the link external customers to front-line or customer-contact personnel
in some industries in other industries

- Dwayne D. Gremler

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Role of Boundary Spanners

Customers

External Environment

Internal Environment

Service Support

- Dwayne D. Gremler

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Boundary Spanning Issues

Emotional Labor
labor that

Sources of Conflict

Quality/Productivity Tradeoffs

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Human Resource Strategies for Delivering Service Quality through People

Hire for service competencies and service inclination

Compete for the best people Measure and reward strong service performers

Be the preferred employer Train for technical and interactive skills

Hire the right people

Treat employees as customers

Retain the best people

CustomerOriented Service Delivery

Develop people to deliver service quality

Empower employees

Include employees in the companys vision Develop service-oriented internal processes

Provide needed support systems

Promote teamwork

Figure 12.6

Provide supportive technology and equipment

Measure internal service quality

- Dwayne D. Gremler

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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
- Dwayne D. Gremler

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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

- Dwayne D. Gremler