Service Quality and Employee Behavior


Customers’ perceptions of service quality will be impacted by the customer-oriented behaviors of employees. In fact, the five dimensions of service quality—reliability, responsiveness, assurance, empathy, and tangibles—can be influenced directly by service employees.

Delivering the service as promised—reliability—is often totally within the control of front-line employees. Even in the case of automated services—such as ATMs, automated ticketing machines, or self-serve and pay gasoline pumps—behind the scenes employees are critical for making sure all of the systems are working properly. When services fail or errors are made, employees are essential for setting things right and using their judgment to determine the best course of action for service recovery.

Front-line employees directly influence customer perceptions of responsiveness through their personal willingness to help and their promptness in serving customers. Consider the range of responses you receive from different retail store clerks when you need help finding a particular item of clothing. One employee may ignore your presence, whereas another offers to help you search and calls other stores to locate the item. One may help you immediately and efficiently, whereas another may move slowly in accommodating even the simplest request.

The assurance dimension of service quality is highly dependent on employees’ ability to communicate their credibility and to inspire trust and confidence. The reputation of the organization will help, but in the end, individual employees with whom the customer interacts confirm and build trust in the organization or detract from its reputation and ultimately destroy trust. For startup or relatively unknown organizations, credibility, trust, and confidence will be tied totally to employee actions.

It is difficult to imagine how an organization would deliver “caring, individualized attention” to customers independent of its employees. Empathy implies that employees will pay attention, listen, adapt, and be flexible in delivering what individual customers need. For example, research documents that when employees are customer-oriented, have good rapport with customers, and exhibit perceptive and attentive listening skills, customers will evaluate the service more highly and be more likely to return. Employee appearance and dress are important aspects of the tangibles dimension of quality, along with many other factors that are independent of service employees (the service facility, décor, brochures, signage, and so on).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

What’s Your Opinion?


A key part of the optimum result method is to get people to express themselves. Everyone has an opinion about a lot of things: What the company is doing, right or wrong; what’s good and what’s bad about the economy; how the mayor or president is performing; and whether any policy will survive.

 

And many people in a business have opinions about how the enterprise could be better run. The problem is, in most organizations the people who do the work are never asked, “What is your opinion?” “Got any ideas for doing this better?” and “Can you suggest a way to do this in less time?” As a result, a large amount of intelligence is untapped, the people with ideas feel frustrated, and the organization’s performance suffers.

 

A number of things explain, but one thing you should be doing is to get the opinions of your people before making key decisions. The best intelligence often comes from front-line staff. We install the steel we fabricate all over the country. Make it a point to talk with installation crews; ask for their opinions about what our customers are thinking. Maintain a steady flow of opinions, gathering information from your installation and sales people.

 

All people think. Encourage them to tell you what they’re thinking about. When you ask for opinions from employees doing different functions, you accomplish two things. First, you win their cooperation because they’ve had a chance to give you their views. Second, you pick up a lot of good ideas you can turn into profit.

 

Nevertheless, there is a problem when you teach the what-is-your-opinion technique to few managers. Some of them are conditioned to believe that asking other people, particularly subordinates, for their ideas is a sign of weakness. Letting other people express their opinions is a sign of strength.

 

Use the optimum results. It works wonders in getting what you want—a sale, a better job, and cooperation and support.

  • Find out what is the ideal benefit the other person seeks.
  • Tailor what you have to offer to provide that ideal benefit.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight