The management of customer-contact service employees: An empirical investigation
The management of customer-contact service employees: An empirical investigation
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DOI：
10.2307/1251901
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发表时间：
1996-10-01
影响因子：
12.9
通讯作者：
Ferrell, OC
中科院分区：
文献类型：
--
作者：
Hartline, MD;Ferrell, OC
作者开发和测试的服务员工管理模型，同时检查三个接口的服务提供过程中的结构：经理员工，工作人员的角色，和工作人员的客户。作者研究的态度和行为反应的客户接触的员工，可以影响客户的服务质量的看法，这些反应之间的关系，和三个正式的管理控制机制（授权，基于行为的员工评估，管理承诺的服务质量）。研究结果表明，谁是致力于服务质量的管理者更有可能授权给他们的员工和使用基于行为的评价。然而，使用授权有积极和消极的影响，在接触员工的管理。基于行为的员工评估的积极影响减轻了一些负面影响。为了提高顾客对服务质量的感知，管理者必须提高员工的自我效能感和工作满意度，减少员工的角色冲突和模糊。客户联系服务员工的管理和进一步研究的方向的影响进行了讨论。
The authors develop and test a model of service employee management that examines constructs simultaneously across three interfaces of the service delivery process: manager-employee, employee-role, and employee-customer. The authors examine the attitudinal and behavioral responses of customer-contact employees that can influence customers' perceptions of service quality, the relationships among these responses, and three formal managerial control mechanisms (empowerment, behavior-based employee evaluation, and management commitment to service quality). The findings indicate that managers who are committed to service quality are more likely to empower their employees and use behavior-based evaluation. However, the use of empowerment has both positive and negative consequences in the management of contact employees. Some of the negative consequences are mitigated by the positive effects of behavior-based employee evaluation. To increase customers' perceptions of service quality, managers must increase employees' self-efficacy and job satisfaction, and reduce employees' role conflict and ambiguity. Implications for the management of customer-contact service employees and directions for further research are discussed.