Professional Documents
Culture Documents
Employees' Roles in Service Delivery (Chapter 12) : Gap 3 - Service Performance Gap
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
2005 - Dwayne D. Gremler
Provider Gap 3
CUSTOMER
COMPANY
Part 5 Opener
Gap 3
and
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
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:
Internal Marketing
Enabling the promise
External Marketing
Making the promise
Interactive Marketing
Figure 12.2
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.
Satisfaction
Satisfied employees make for Some companies contend:
The employee and the customer Examples:
Boundary Spanners
operate at the link external customers to front-line or customer-contact personnel
in some industries in other industries
Customers
External Environment
Internal Environment
Service Support
Sources of Conflict
Quality/Productivity Tradeoffs
Compete for the best people Measure and reward strong service performers
Empower employees
Promote teamwork
Figure 12.6
Data needs to be tracked concerning what customers want and which HR practices help deliver it to them