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People as Strategy: Managing Service Employees

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elizabeth ann Mirasol

on 21 August 2014

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Transcript of People as Strategy: Managing Service Employees

People as Strategy: Managing Service Employees
Is a screamer. If he does not get his way, his face will turn colors and veins will literally pop out from his neck.
Is Egocentric Edgar’s evil twin. He likes to tell everyone exactly how they are supposes to do their jobs because he has done it all before.
Hellish Thoughts

When dealing with “customers from hell”, it is difficult for employees not to take these confrontations personally. These consumers profiles introduced above will help employees prepare for the various types of difficult customers and provide strategies for minimizing the amount of conflict that actually occurs.

Rewards can be:

• Extrinsic (such as pay)

• Intrinsic (such as enjoying the job itself, receiving recognition from co-workers and supervisors, and/or accomplishing challenging and meaningful goals.

Egocentric Edgar
- Means giving discretion to contact personnel to “turn the front-line loose.”

- Carries the logic even further by first empowering individuals and then coupling this with reward system that recognizes people for their performance.

Wants it all for free. Give her an inch and she’ll take the plates, the silverware, and everything else that is not nailed down. She will push your return policy to the limit.
Lets you know in no uncertain terms exactly what she thinks of you, your organization, and the heritage of both. If she cannot be right, she will be loud, vulgar, and insensitive. She is crude, not only to service employees, but also to other customers who are sharing her unpleasant experience.

7 Effective reward systems tests
1. Availability – rewards must be available and substantial (relative to the role).
2. Flexibility – rewards should be flexible enough to be given to anyone at any time.
3. Reversibility – if rewards are given to the wrong people for the wrong reasons, they should not be lifelong.
4. Contingent – rewards should be directly tied to desired performance criteria – the desired behaviour.
5. Visibility – rewards should be visible, and their value should be understood by all employees.
6. Timeliness - rewards should be given immediately following desired behaviors.
7. Durability – the motivational effects of a reward should last for a long time.

He’ll push his way to the front and demand service on a variety of things that demand little immediate attention. He will walk over front-line employees to get who he’ll call “the man in charge” and treats them like well-worn speed bumps that deserve just that much consideration. He uses the chance to belittle upper management and prove he knows how things should be done.
When to Empower and Enfranchise?
Retaining the Service Provider
The balance of empowerment and enfranchisement comes down to the benefit concept of the organization and the resulting role definition of the service personnel. The decision on the degree of empowerment and enfranchisement depends on the broad service strategy, the benefit concept, the technology, the servicescape, and the process.
Retention can be managed directly or indirectly. Direct actions include the provision of benefits that are difficult to replace, or even the payment of retention bonuses. However, most actions designed to engender a climate for service will have an indirect, positive effect on retention. Cross-training of employees increases operational flexibility, since staff can cover for one another.
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