Service Sabotage

The lack of motivation among customer service staff is caused by several factors which include the boredom from monotonous work, feels disconnected from the consequences of their work, conflicts with other departments and the stress serving unhappy clients. All of the above causes are leading to job dissatisfaction among employees which then driving poor quality service to their customers. They are lacking of common goal in their task.

Customer service studies show that when something goes right, customers give credit to the individual employee dealing with the problem; when something goes wrong, customers usually blame the organization itself. This fact makes it crucial for any

Customer service is the most important aspect of any business. Without an adequate relationship with its consumer base, a company is at an enormous disadvantage.

Abstract: This paper discusses common problems that managers often face when dealing with employees, as well as the the solutions that the manager(s) attempt to utilize to solve theese problems. This paper discusses the authors in depth Interview with the manager (Brandon Skwirsk) of a local footlocker store. This paper explores the managerial problems Brandon faces on a regular basis with his employees. This paper lists and explains in details the problems and ways Brandon handles problems related to employee recruitment, motivation, training, employee attitudes, feedback, incentives, and managing conflict between employees with employees, and

The impact of service quality is a direct driver of customer satisfaction; a goal that all organisations strive for. Scholars and academics have confirmed that superior service provision will result in customer satisfaction, thus positively affecting future behavioural intentions (Qin, Prybutok. 2008). This train of thought exhibits the overarching importance of employees in organisations.

Brandy and Cronin (2001) introduced their own dimensions of service quality which are 1.) service environment, 2.) customer-employee interaction, and 3.) service outcome. These dimensions are considered the sources of quality of a service. Different dimensions of service quality have been introduced and accepted in past researches and studies but the 5 dimensions of Zeithaml et al., (1988) were proved to be the most reliable and credible. One of the most important strategies service providers can use to position themselves effectively in a competitive environment, and to distinguish themselves from competitors, is to provide and improve service quality to ensure the customer satisfaction (Cronin & Taylor,

The service encounter experience determines future levels of service and profit generated by the organisation. It is where emotions of the service user and the customer service representative meet in real time; most people judge service quality within the first few moments. Service is often described as ‘emotional labour’, because it demands service personnel to engage their emotions in their work in a way that a production line role does not. The science of customer service treats customer satisfaction as a function

Service is a hard industry to be in. A prime example of this would be a dentist’s office, such as the one I work at. Many people are already on edge from just having to be there. Customer, or patient rudeness is very common and the people providing the service are supposed to be nice at all times. When a patient or customer is being disrespectful one should respond with kindness unless it gets out of

Employees must first align their perceptions of service quality to what the customer’s perceptions are (Becker & Wellins 1990). Understanding what drives the customer establishment relationship is important to turning one time customers into loyal

As you may know customer service plays a key role in running a successful business and as a Lead Cashier and Trainer for seven years at Coastal Farm I had the privilege of gaining a variety of experiences both internally and externally. As the Lead Cashier and Trainer I strived to express the importance of customer service and provide my team with the proper knowledge and tools to ensure we were going above and beyond for our customers. Whether I left a sticky note on their desktops with a phrase such as “be the reason someone smiles today,” or asked them if they have ever had a bad experience at a business and what they learned from that experience to keep that in mind while serving their customers, my end goal was for my team to recognize

The research methods that I have conducted for this report have been from a range of both primary and secondary sources, both having their advantages and drawbacks. The secondary sources vary from websites detailing the McDonald’s recruitment and customer service policies to academic journals discussing emotional labour, the advantages and the disadvantages and how it is used to control employees within a firm. The primary sources gathered include an interview that was conducted face-to-face with a London McDonald’s store manager, in which questions were formed by myself specifically to uncover aspects of emotional labour within their workplace and the effects they may think that it has on their employees. Also, an observation was made from the same London store, after gaining permission, to observe the quality of customer service that is performed by crew members.

For instance, Jason Felix, a Human Resources Technician with College of the Desert describes his thought after having dealt with a rude applicant over the phone, “while physical labor is no walk in the park, dealing with people can leave you just as drained, if not more, and it can take longer to regain your emotional stability” (J. Felix, personal communication, January 30, 2017). After having been cut off, yelled at, and harangued, Jason had to still go about his day as if nothing happened. The use of good customer service in the face of disrespect is reminiscent Karl Marx writes, “the realization of labor appears as a loss of reality for the worker”. It is not the real person who is being polite but the person created for the work environment that is required to be polite. With this in mind, having to create an atmosphere of happiness when one isn’t feeling happy could result in the depersonalization of happiness with the self (Herpertz et al, 2016). The problem then turns into the employee not knowing whether they are actually happy or is only so used to being happy. How does the employee then adjust to the “real world” outside of the workplace? In A Managed Heart by Arlie Russell Hochschild, she speaks with airline attendants who must always create a positive space for passengers, their smiles being of most value to the company. One flight attendant interviewed is quoted saying, “Sometimes I

“Providing Next Level Service,” is a philosophy that more companies should strive to carry out. Local business organization, Atlantic | Pacific Management (APM) has superior customer service on all levels – amongst clients, prospective clients, vendors, and employees alike. As Christine Corelli says, “The company’s service culture is fundamental to its success. Management recognizes and demonstrates that they are in the ‘people’ business and its number one resource is its team.” (citation: “Capture Your Competitor’s Customers & Keep Them” – don’t have any facts on her book to cite but if you Google it you can probably find everything you would need OR remove this quote and citation all together) Identifying the people business and the importance of customer service in all businesses is vital. Most individuals recognize that worthy and exciting job opportunities are few and far between, so applicants and candidates alike must prove themselves to be valuable and stand apart during the hiring process. However, those characteristics must continue well into the employee life cycle in order to succeed and maintain a necessary cog in the company’s system. Employment with a company such as Atlantic | Pacific Management is certainly a privilege, not a right; although it is not always at first that employees recognize this, for some it is after their first 90-days, for others it is after their one-year anniversary, it may even never dawn on the employee until it is too late.

In order to solve the problem of poor services companies face, this book introduce the “I. C.A.R.E.” Principles. It is so important that every one in the company should understand how each individual is responsible for the “Impression” they create, the “Connection” that is formed, the “Attitude” they possess, their “Response” they give, and how well they deliver on the “Exceptionals” of serving their companies’ employees. The first four deal directly with the consumers, while the final directly addresses the experience companies create internally for their employees. These five principles will help to empower the organization to deliver a higher level of the experience.

Companies with a constant turnover of low-salaried part-timers or large businesses lacking competent supervisory personnel to oversee operations, leave themselves open to intentional or unintentional sabotage. Underpaid and undervalued employees, especially when unsupervised, lack any sense of obligation to their employer. They often demonstrate