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Critical Implications ofService Employees
D. Sudha
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The Critical Importance of Service Employees
Boundary Spanning Roles
Strategies for Closing Gap 3
Objective
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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 frompromotional point of view. Ex : Bank tellers cross sell
bank products
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Service Employees
Their importance is evident in: The Services Marketing Mix (People)
The Service-Profit Chain
The Services Triangle
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The Services Marketing Triangle
InternalMarketing
Interactive Marketing
ExternalMarketing
Company(Management)
CustomersEmployees
enabling thepromise
delivering the promise
setting thepromise
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
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Boundary Spanning Roles
Focus is on the frontline service employees whointeract 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
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Boundary Spanners Interact with Both Internal
and External Constituents
Internal Environment
External Environment
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Boundary Spanning Roles
Emotional Labor All the boundary spanners are characterized by
Emotional Labor.
Emotional Labor is the labor that Goes beyond thephysical 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
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Sources of Conflict for
Boundary-Spanning Workers
Person vs. Role
Organization vs. Client
Client vs. Client
Quality vs. Productivity
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Sources of Conflict forBoundary-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.
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Sources of Conflict forBoundary-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 ofinterpersonal relationship expected by customers
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Sources of Conflict forBoundary-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.
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CUSTOMER
COMPANYService Delivery
GAP 3
Customer-DrivenService Designs and
Standards
Provider GAP 3
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Gap 3
also known as the Service delivery gap.
It is the difference between specifications orstandards of service quality and the actual service
delivered to customers.
The possible major reasons for this gap are:Deficiencies in human resource policies such asineffective recruitment, role ambiguity, role conflict,improper evaluation and compensation systemIneffective internal marketingFailure to match demand and supplyLack of proper customer education and training
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Customer-
Oriented
Service
Delivery
Hire the
Right People
ProvideNeeded Support
Systems
Retain the
Best
People
Develop
People to
Deliver
Service
Quality
Hire for
Service
Competenciesand Service
Inclination
Provide
Support ive
Technology
an dEquipment
Trea
t
Emp
loyees
as
Cus
tomers
Em
pow
er
Em
plo
yees
Human Resource Strategies for Closing GAP 3
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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
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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
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Technology Spotlight:Services Production Continuum
1 2 3 4 5 6
Gas Station Illustration1. Customer pumps gas and pays at the pump with automation
2. Customer pumps gas and goes inside to pay attendant3. Customer pumps gas and attendant takes payment at the pump4. Attendant pumps gas and customer pays at the pump with automation5. Attendant pumps gas and customer goes inside to pay attendant6. Attendant pumps gas and attendant takes payment at the pump
Customer Production Joint Production Firm Production
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