Critical Implications of Service Employees

D. Sudha

Objective
The Critical Importance of Service Employees Boundary Spanning Roles Strategies for Closing Gap 3

Importance of service Employees

People Frontline employees and those supporting them

from behind the scenes are critical to the success of any

service organizations They are the service. Ex : Doctors, trainers

They are the organization in the customers eyes.

They are the brand. Ex : Financial institutes They are marketers. They act as walking billboard from

promotional point of view. Ex : Bank tellers cross sell

bank products

Service Employees
Their importance is evident in: The Services Marketing Mix (People) The Service-Profit Chain The Services Triangle

The Services Marketing Triangle

Company (Management)
Internal Marketing
enabling the promise

External Marketing
setting the promise

Employees

Interactive Marketing
delivering the promise

Customers

Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler

Boundary Spanning Roles

Focus is on the frontline service employees who

interact directly with customers

Boundary Spanners: Front line employees are referred as Boundary spanners as they operate in

the boundary of the organization

They perform functions in understanding, filtering and interpreting information and resources to and from the organization and its external constituencies

Boundary Spanners Interact with Both Internal and External Constituents

External Environment

Internal Environment

Boundary Spanning Roles

Emotional Labor

All the boundary spanners are characterized by Emotional Labor. Emotional Labor is the labor that Goes beyond the

physical or mental skills needed to deliver quality

service. Ex : Giving Smile, Having Eye Contact, showing interest, friendly conversation

It often requires to suppress their true feelings to

deliver service

Sources of Conflict for Boundary-Spanning Workers

Person vs. Role Organization vs. Client Client vs. Client Quality vs. Productivity

Sources of Conflict for Boundary-Spanning Workers

person/role conflict Boundary spanners feel conflicts between what they are asked to do and their own personalities, orientations or values are. Ex: wearing of dress as per the job requirement organization/client conflict

Front line employees face the conflicts when te rules, regulations

of the organization are not customer centric. They Get in conflict when customers have excessive demands whether to obey customers or follow the riles of organization Following the customer, might risk the job Following the organization may dissatisfy customer and so no tips.

Sources of Conflict for Boundary-Spanning Workers

Interclient conflict

Conflict occurs for boundary spanners when incompatible expectations and requirements arise from two or more customers This occur when servicing customers in turn(Doctor), or serving simultaneously(Teachers) Time rendered for each customer, the degree of interpersonal relationship expected by customers

Sources of Conflict for Boundary-Spanning Workers

Quality/productivity conflict Front line workers are asked to be both effective and efficient Frontline employees are asked to deliver courteous service to employees and also reach their target on time. This trade off between quality and quantity, and effectiveness

and efficiency put pressures on service employees

Internal support from understanding managers and control over job task can help employees to handle the quality/ productivity tradeoffs. Technology is used extensively to handle the quality and productivity tradeoffs.

Provider GAP 3

CUSTOMER

Service Delivery
COMPANY

GAP 3
Customer-Driven Service Designs and Standards

Gap 3

also known as the Service delivery gap. It is the difference between specifications or standards of service quality and the actual service delivered to customers. The possible major reasons for this gap are: Deficiencies in human resource policies such as ineffective recruitment, role ambiguity, role conflict, improper evaluation and compensation system Ineffective internal marketing Failure to match demand and supply Lack of proper customer education and training

Human Resource Strategies for Closing GAP 3

Hire for Service Competencies and Service Inclination

Hire the Right People Develop People to Deliver Service Quality

Empower Employees

Treat Employees as Customers

Retain the Best People

CustomerOriented Service Delivery

Provide Needed Support Systems

Provide Supportive Technology and Equipment

Strategies for closing GAP 3

Hire the right people

Compete for the best people

Hire for service competencies and Service Inclination Be the preferred employer Develop people to deliver Service Quality Train for Technical and Interactive Skills

Empower Employees
Promote team work

Strategies for closing GAP 3

Provide Needed Support Systems

Measure Internal Service Quality

Provide Supportive Technology and Equipment Develop Service Oriented Internal processes Retain the Best People Include Employees in the Companys vision

Treat Employees as customers

Measure and Reward strong service performers

Technology Spotlight: Services Production Continuum

Customer Production

Joint Production

Firm Production

Gas Station Illustration 1. Customer pumps gas and pays at the pump with automation 2. Customer pumps gas and goes inside to pay attendant 3. Customer pumps gas and attendant takes payment at the pump 4. Attendant pumps gas and customer pays at the pump with automation 5. Attendant pumps gas and customer goes inside to pay attendant 6. Attendant pumps gas and attendant takes payment at the pump