• functions of boundary spanners:
CHAPTER 6 o personal representatives: have effect
people on customer’s perceptions, including
organisation’s reputation & image
DIMENSION 1: MANAGING EMPLOYEES o information transfer: collecting info
• way organisation manages employees from environment and feeding it back
impacts its ability to satisfy external into organisation + communicating
customers’ needs with environment on behalf of
organisation
TYPES OF SERVICE EMPLOYEES • two extreme roles:
• personnel are influential in setting quality o subordinate service roles: parts
standard played by personnel working for
• what skills & competencies customer- organisation where customer
contact personnel should have and on which purchase decisions are entirely
supporting activities can they rely discretionary (bus driver)
1. Support personnel o professional service roles: parts
played by personnel whose
• customers seldom come into direct contact
professional qualifications give them
with support personnel
level of status independent of their
• represent internal production process of
position in organisation (doctor)
organisation
• groups of capabilities :
• skills & competencies form backbone of
organisation’s operational activities & can • thorough knowledge of latest
be seen as internal strengths of organisation organisation developments is
1. Technical
prerequisite in delivering good
2. Customer-contact personnel know-how
& service
• highly visible to customers about
• impress customer and
• represent interface between service organisation
influence technical quality of
organisation and customers service offering
• largely determine quality of functional
• by serving customer well,
component of service
employee determines
• functional component relates to level of functional and relational
service received by customer quality of service offering
• employees need external orientation – focus 2. Ability to
• to cultivate favourable
on knowing, exploring & recognising serve customers
service quality image,
developments, situations, plans, opinions, well and
employees have to be
maintain quality
wishes & needs of customers sensitive to customer during
of the service
o important when organisation wants to service encounter, empathetic
be market-oriented & create & responsive, communicate
sustainable competitive advantage with customer and make them
feel valued
personnel who interact with • customer is likely to be
Boundary organisation’s internal & external serviced by various
spanners environments – linking organisation to employees, so they need to
3. Ability to work be aware of previous
outside world
as team arrangements with customer
• importance of internal
communication and efficient
admin procedures
1
, EMPLOYEE ISSUES 2. Motivational job characteristics
• many service organisations don’t understand Guidelines:
true value & contribution of their employees
• job variety motivates
– many contact employees are poorly o job requiring variety of skills &
remunerated abilities tend to be more motivated
• some organisations realise that unhappy o surgeon & bathroom cleaners
employees cost organisations more than the
• visible job outcomes motivate
wages they are being paid
o hairdresser & telephonist at a gym
1. Recruitment, selection, and training • high degree of impact motivates
• process by which an o customer-contact personnel can see
organisation secures & builds influence of their jobs on customers
its human resources o support staff can’t directly
Recruitment
• goal: to attract & hopefully experience impact on their efforts
retain the right employee for • high degree of freedom and discretion
the right job motivates
o security guard vs salesperson
• recruitment and selection:
• feedback motivates
o appointing best people possible,
o helps employees understand result of
that’ll fit in with culture of
their efforts
organisation is a key factor in
o recognise positive behaviours
effective marketing of services
o include line managers in selection & degree of direct, clear information
appointment process – have clear an employee receives from
Feedback
under-standing of requirements of superiors concerning the
specific job & can use their previous effectiveness of their performance
selection experience to good effect
the acquisition of specific 3. Remuneration, rewards, and incentives
knowledge and skills that enable • monetary rewards:
Training
employees to perform their jobs o direct methods of improving
effectively employee performance & form
concerned with activities directed important element of human resource
Staff at future need of employee, which policies of all organisations
development may themselves be derived from o need to be in place before additional
future needs of organisation incentives can be used
o sales commissions, performance
• training and development:
bonus
o training is used to build teams,
• non-monetary rewards
change cultures, and communicate
o formal: subsidised housing & free or
with organisation’s values to new
subsidies access to sport facilities as
recruits
well as public recognition for work
o training incorporates new disciplines
achievements
& should account for growing role of
§ salesperson of the month
technology in service delivery
o informal: rewards that attempt to
o turning people into marketers need to
improve employee satisfaction &
be part of organisation’s corporate
convenience
plan & required training and
§ changing loyal employees’
development needs must be clearly
schedule so that they don’t
articulated
have to work over weekend
2
CHAPTER 6 o personal representatives: have effect
people on customer’s perceptions, including
organisation’s reputation & image
DIMENSION 1: MANAGING EMPLOYEES o information transfer: collecting info
• way organisation manages employees from environment and feeding it back
impacts its ability to satisfy external into organisation + communicating
customers’ needs with environment on behalf of
organisation
TYPES OF SERVICE EMPLOYEES • two extreme roles:
• personnel are influential in setting quality o subordinate service roles: parts
standard played by personnel working for
• what skills & competencies customer- organisation where customer
contact personnel should have and on which purchase decisions are entirely
supporting activities can they rely discretionary (bus driver)
1. Support personnel o professional service roles: parts
played by personnel whose
• customers seldom come into direct contact
professional qualifications give them
with support personnel
level of status independent of their
• represent internal production process of
position in organisation (doctor)
organisation
• groups of capabilities :
• skills & competencies form backbone of
organisation’s operational activities & can • thorough knowledge of latest
be seen as internal strengths of organisation organisation developments is
1. Technical
prerequisite in delivering good
2. Customer-contact personnel know-how
& service
• highly visible to customers about
• impress customer and
• represent interface between service organisation
influence technical quality of
organisation and customers service offering
• largely determine quality of functional
• by serving customer well,
component of service
employee determines
• functional component relates to level of functional and relational
service received by customer quality of service offering
• employees need external orientation – focus 2. Ability to
• to cultivate favourable
on knowing, exploring & recognising serve customers
service quality image,
developments, situations, plans, opinions, well and
employees have to be
maintain quality
wishes & needs of customers sensitive to customer during
of the service
o important when organisation wants to service encounter, empathetic
be market-oriented & create & responsive, communicate
sustainable competitive advantage with customer and make them
feel valued
personnel who interact with • customer is likely to be
Boundary organisation’s internal & external serviced by various
spanners environments – linking organisation to employees, so they need to
3. Ability to work be aware of previous
outside world
as team arrangements with customer
• importance of internal
communication and efficient
admin procedures
1
, EMPLOYEE ISSUES 2. Motivational job characteristics
• many service organisations don’t understand Guidelines:
true value & contribution of their employees
• job variety motivates
– many contact employees are poorly o job requiring variety of skills &
remunerated abilities tend to be more motivated
• some organisations realise that unhappy o surgeon & bathroom cleaners
employees cost organisations more than the
• visible job outcomes motivate
wages they are being paid
o hairdresser & telephonist at a gym
1. Recruitment, selection, and training • high degree of impact motivates
• process by which an o customer-contact personnel can see
organisation secures & builds influence of their jobs on customers
its human resources o support staff can’t directly
Recruitment
• goal: to attract & hopefully experience impact on their efforts
retain the right employee for • high degree of freedom and discretion
the right job motivates
o security guard vs salesperson
• recruitment and selection:
• feedback motivates
o appointing best people possible,
o helps employees understand result of
that’ll fit in with culture of
their efforts
organisation is a key factor in
o recognise positive behaviours
effective marketing of services
o include line managers in selection & degree of direct, clear information
appointment process – have clear an employee receives from
Feedback
under-standing of requirements of superiors concerning the
specific job & can use their previous effectiveness of their performance
selection experience to good effect
the acquisition of specific 3. Remuneration, rewards, and incentives
knowledge and skills that enable • monetary rewards:
Training
employees to perform their jobs o direct methods of improving
effectively employee performance & form
concerned with activities directed important element of human resource
Staff at future need of employee, which policies of all organisations
development may themselves be derived from o need to be in place before additional
future needs of organisation incentives can be used
o sales commissions, performance
• training and development:
bonus
o training is used to build teams,
• non-monetary rewards
change cultures, and communicate
o formal: subsidised housing & free or
with organisation’s values to new
subsidies access to sport facilities as
recruits
well as public recognition for work
o training incorporates new disciplines
achievements
& should account for growing role of
§ salesperson of the month
technology in service delivery
o informal: rewards that attempt to
o turning people into marketers need to
improve employee satisfaction &
be part of organisation’s corporate
convenience
plan & required training and
§ changing loyal employees’
development needs must be clearly
schedule so that they don’t
articulated
have to work over weekend
2
