Diverse Strategies for Delivering Services QualityWord格式.docx
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Diverse Strategies for Delivering Services QualityWord格式.docx
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Theaimofthisessayistotalkoverthevariousstrategiesthatserviceorganizationcouldputtousefordeliveringqualitythroughpeople.Firstly,somefundamentaldefinitionwouldbeintroducedbriefly.Servicequalityandconceptofpeoplewillberegardedastheforemostinterpretation.Afterthat,theemployeesmaybecomethefocusimmediately.Undoubtly,theimplementationofstrategiescouldnotlacktheroleofemployees.Iftheemployeesarewillingtoaccomplishtheservicepromise,thestrategieswillmakeadifference.Ultimately,themomentousroleaboutcustomerswillbeinvolvedinservicedeliveringprocess.
II.Basicdefinition
A.ServiceQuality
“Servicequalityisabusinessadministrationtermusedtodescribeachievementinservice.Itreflectsbothobjectiveandsubjectiveaspectsofservice.”(Crow&
Bowen,2008)Thus,thereisnotonlyonecausewhichcoulddeterminetheservicequalityapparently.Theobjectivefieldmayfocusontheemployees.Workersqualificationandquicknessofservicewouldinfluencetheimpressiontocustomersdirectly.Meantime,atthesubjectiveway,thecustomers’expectation,experienceandsatisfactionmayevaluatethequalityofserviceresult.Forexample,HaierGroupconsidersthatthecustomersatisfactionistheultimategoal.Therefore,improvingtheserviceprocessandincreasingtheinvolvementbecomeeventful.
B.ConceptofPeople
Comparedwithotherindustries,theserviceindustryshowsdifferently.Theserviceisintangibleanduntouched.Inordertoimprovethecustomersatisfaction,theconceptofpeoplemaybecomethefirstelement.Forexample,DuPontChina’shumantraininginvestmentalwayskeeps10%increasing.(Martin,2005)Therefore,serviceindustrymainvimandinvestmentisthehumanresourcesinsteadofotherresources.Peoplewithprofessionalstandardsofserviceandexcellentqualityofservicecouldhelptheorganizationobtainahigherreputationandcredibility.
III.EmployeesinServiceDelivery
A.HiretheRightPeople
I.CompetefortheBestPeople
Theessenceofserviceorganizationscompetingisthecompetingoftheservicepersonnel.Therefore,hiringthebestpeopleintalentmarketmayincreasethecompetitivenessandmarketshare.Justastheenterprisesusethemarketingpromotiontoattractcustomers’attention,servicefirmsalwaysutilizethemarketingactivitiestohirethebestpeople.Inordertogainthepotentiallong-termemployees,employees’segmentationandjobdesignalwaysareaddressed.Meantime,inthejobintroduction,theenterprisesfrequentlypromisethebenigncorporatecultureandworkingatmosphere.Moreover,interviewingnumerousforonepositionletsthecorporationhaveadequatespacetoselectthesuitablestaffmember.Forexample,inTheSoutheastChinaAirlines,theinterviewersselectoneairlinestewardessform280interviewee.
II.HireforServiceCompetenciesandServiceInclination
Selectingbefittingemployeesfrommultiplepersonsbecomestough.Therefore,firmsmustmakesomeselectionstandardsaccordingtotheservicecompetenciesandserviceinclination.“Servicecompetenciesaretheskillsandknowledgenecessarytodothejob.”(Smith,1992,)Itmeansthatservicersmusthavetheadequateabilityandpatiencetosolvethetroublesintheprocessofservice.Forexample,inGuangzhouRailwayGroup,thecrewmembersinthetrainmusthavethemedicalknowledge.
Serviceinclinationpaysmoreattentionpersonalinterestinactingservice-relatedwork.Therefore,hiringtheworkersmustconsiderthepersonalinclination.Iftheassignedworkingcouldnotreflecttheservicers’inclination,workersmaykeepthebadmoodtoprovideservice.Moreover,customer’sneeds,wantanddemandsmaybenotmeettimelyandshopperswillnevercomeagain.Forexample,inP&
G,theintervieweeprimarilymustfinishtheHollandvocationalaptitudetesttable.
III.BethePreferredEmployer
Fortheserviceenterprises,attractingthebestemployeesisthemostimportanttask.Thus,becomingthepreferredemployerisaparticularwaytogainexcellenttalentsbybuildinggreatenterprisereputationandimage.Forexample,inFoxconnTechnologyGroup,staffmakesadecisionaboutleavingbecauseofthehugepressure.Aftertheleavingevents,plentifulundergraduateshouldnotchoosetheFoxconn.
Inadditiontogoodimage,thereareotherstrategieswhichneedthepreferredemployertoaccomplish.Servicersarewillingtoobtaincomprehensivetraining,advancementopportunities,andattractiverewards.Whenthereisnochancetogetcareerchoicesandinternalsupportingwithinanenterprise,somethingneedstobechangedinstantly.Forexample,inSBNY,thebottomemployeescouldbypassthemiddlemanagementtobedirectlyresponsiblefortheCEO.SBNYbecomestheworld’ssixthmanufacturerofconstructionmachineryinshorttermbecauseofthegreatincentivesystem.(Elizabeth&
Cloby,2008)
B.DevelopPeopletoDeliverServiceQuality
I.TechnicalandInteractiveSkillstraining
Improvingtheservicequalitymustdependonthehigh-qualitytalent.However,theamountofqualifiedpersonnelcouldmeetthedemandsremotely.Underthecircumstances,increasingthetechnicalandinteractiveskillstrainingbecomesnecessary.Thescopeofthetechnicalsillstrainingiswidely.Forexample,inBeijingTouringCompany,thetouristguidemusthaveadequatehistoryknowledgeaboutBeijingcity,greatforeigncommunicationabilityandgreatknowledgeofgeographytoreadmapeasily.Interactiveskillstrainingpaymoreattentionon“providingcourteous,responsive,caringandempatheticservice.”
Plentifulenterprisesincreaseinvestmentheavilyinsillstrainingandmakesurethatthetrainedemployeescouldmakeadifferenceinaccomplishingthebusinessstrategies.Forexample,inGeneralMotors,managersandemployeeshavetoexperiencetheChineselearningandcultureinordertoaccomplishtheAsianstrategy.AttractiveawardcombinedwiththeskillstrainingmakeadifferenceinexpandingthemarketshareinAsian-Pacificregion.
II.EmpowerEmployees
“Empowermentmeansgivingemployeestheauthority,skills,tools,anddesiretoservethecustomer.”()Insomesituations,theseniormanagementdoesnothavetheadequatetimetomakeadecision.Theemployeesdonothavetherighttomakepolicyandtheinterestofthecompanymaybehurt.Iftheworkershavetheenoughreasonsandevidencestosafeguardtheinterestsoftheenterprisebyself-assertion,thefirmsneedsencouragetheempowerment.However,theabundantknowledgeandskillsisthebasistogetpowerforemployees.Forexample,inMeidi,theownersonlyconsiderthedirectionofinvestmentandindustrialextension,thedailyoperationofalldepartmentsisentirelymanagedbytheprofessionalmanagers.
III.PromoteTeamwork
Theserviceindustryrepeated,tediousandcomplex.Theparticularityoftheservicesectorneedstopaymoreattentionontheroleoftheteamwork.“Teamworkisanactionperformedbyateamtowardsacommongoal.”Whenofferingtheservice,theteamworkcouldberegardedasatooltosupporttheservicers.Asaresult,employeescouldhaveabrightemotiontodealwiththeeventsandthecustomers’satisfactionwillbeincreasedsharply.Promotingteamworkcouldincreasetheinformationsharingamongstteammember,createbetterdecisionandincreaseemployeemotivation.Forexample,inDuPont,allemployeesaredividedintobusinessgroupsinsteadofdepartments.
C.ProvideNeededSupportSystems
I.MeasureInternalServiceQuality
Inordertoimprovetheefficiencyandeffectivenessofjobs,measuringinternalservicequalitybecomesnecessary.“Internalservicequalitymeansthatindividualsorgroupswithintheorganizationreceivesupportingandprovidecomplementaryhelp,includingtheattitudeandthewayofmutualservicebetweenemployees.”(Johnson,2003)However,thedesignedstandardsofmeasuringinternalservicequalitymustbemadeaccordingtotheexternalfacts.Forexample,inUniversityofWashingtonMedicalCenter,thehospitalmeasuresinternalservicequalitytomeetdemandstothedifferentdepartmentsbyofferingthebestservices.Afterthemeasuring,themembersoftheorganizationhaveaclearunderstandingofcustomers’needs,wantsanddemands.Meantime,accordingtocomeofmeasuring,thehospitalmayenforceworkinginsomeweakbusiness.
II.ProvideSupportiveTechnologyandEquipment
Ifthereisnothetechnologyandequipmentsupporting,theemployeeswillfailtoimprovetheservicequalityandleaveabadimpressiontothecustomers.Thus,inordertoimprovethejobeffectivelyandefficiently,theemployeesneedthesupportingoftherighttechnologyandequipment.Supportivetechnologyandequipmentcouldhelptheemployeesdecreasetheworkingtime,collectandanalysisinformation.Forexample,inDeltaAirLines,thefirmsusethetechnologyandequipmenttocollectinformationfromthecustomerandemployees.Accordingtothesedata,theenterprisemakessomenewservicingstandardstoincreasethesatisfactionofcustomers.
III.DevelopService-orientedInternalProcesses
Developingservice-orientedinternalprocessesaimstosupportservicepersonnel,thecustomervalueandcustomersatisfactionistwomajorstandardsformakinginternalprocesses.Everythingprogressininternalprocedureswillimprovequalityserviceperformance.Therefore,eventhoughpromotingservice-focusedandcustomer-orientedinternalprocessessuitsthecurrenttrends,italsocouldnotreplacetheroleofthetotalsystem.Forexample,inRoyalMailGroup,theinternalprocessesneedstobechangedandalargeamountof
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