Costumer service

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STRUCTURAL RELATIONSHIPS BETWEEN WORK ENVIRONMENT AND SERVICE QUALITY PERCEPTIONS AS A FUNCTION OF CUSTOMER CONTACT INTENSITY: IMPLICATIONS FOR HUMAN SERVICE STRATEGY.

Employee and customerperceptions of service quality. The linkage between employee and customer perceptions of service quality delivered and received in commercial retail service settings has been previously established(Schneider, Parkington, & Buxton, 1980; Schneider & Bowen, 1985). Subsequently, a relationship between employee and patient perceptions of service also was observed in studies of hospital inpatientstays (Nelson et al., 1989) and outpatient visits (Scotti et al., 2007).

These connections are supported by the contention that service providers, by virtue of their close contact with customers,are reliable interpreters of consumer needs and expectations (Hennig-Thurau, 2004).

The simultaneous provision and receipt of interpersonal human services obscures the boundary between employee andcustomer. Recipients of such services must participate in the delivery process and are often co-creators of their own outcomes. Therefore, employee and customer perceptions of service quality areformed through shared experiences.

Services, in contrast to manufactured goods, typically require the involvement of customers in the service delivery process. Moreover, services vary in terms of theextent to which customers come into direct contact with service delivery personnel. Those are some classifications that we can use to talk about the performance of the service:

H1: High-PerformanceWork Systems (HPWS) are positively related to employee perceptions of service quality both directly.

H2: Employee perceptions of service quality are positively related to customer perceptions ofservice quality.

H3: Customer perceptions of service quality are positively related to customer satisfaction.

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This article talks us about the relationship between the employees and...
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