Many service industries discover that when workers are satisfied, the clients are satisfied as well and the economic performance of the organization improves. Organizations normally want to evaluate and understand the relations among investments in systems as well as employees. The internal performance, measures for example employee productivity and satisfaction and exterior performance.
Our organization found out that employee contentment, consumer satisfaction plus financial performance are connected (shellenbarger 1998). We found out that the significant elements in the service plan in our organization were to devise and develop jobs to boost employee satisfaction in addition, to also investing in staff training. The fairly high labor in the organization necessitated us to focus our interest on developing the vital labor component. A key factor that we realized in enhancing this plan is that engaging of service staff in activities that deliver the service idea, processes as well as outcomes is essential. Relationships between customer and employee contentment have been observed in numerous industries (Hallowell and Schlesinger 2000) but are particularly important in high-contact service industries like hospitals. High contact services are those in which clients directly relate with the service organization or the service personnel for an extended period (chase 1981). Superior employee knowledge and skills are looked-for in high-contact services since uncertainty in service creates a need for staff that can make constant and numerous nonprogrammed decisions.
We are motivated to make significant efforts to develop jobs, as well as work systems, individual knowledge and skills, and interpersonal skills for our workforce so that they in turn can deliver high-quality services. We want to make the management of our internal service quality a function of employee development and management. These components of employee growth, the internal systems and programs that sustain the service employees we believe are the key ingredients in a plan for internal service superiority in high-contact settings. Hallowell and Schlesinger (2000) believe that these fundamentals include staff selection, workplace design, training, work design, policies as well as procedures, goal placement etc. We wish to develop these internal services so that we can help our employees do their jobs effectively.
A critical constituent of a high contact service policy is the organization of the relationship between service employees with customers (Brown Swartz 1989, Schneider, White Paul 1998 Gould- Williams 1999).
The organizations mission and vision is to improve the welfare of the organization by ensuring that the employees working conditions are of high quality. We believe that if we engage in employee development activities such as training and motivation recognition, then we are bound to get their satisfaction which is positively related to customer satisfaction. With all these in place, then the organization will realize increased profits.
This strategic plan will present us with an insight into strategies and systems that must be planned to sustain workers in the organization and demonstrate how significant these systems are in predicting employees outcomes plus satisfaction, output, effectiveness and turnover. We believe that investing in employee growth systems including work systems, training and progress and staff well being can foretell an increase in employee outcomes given the close associations between these two constructs. We have also seen the need for a service strategy that embraces employee development systems as a means for driving the performance of the organization. With all these in place, then we are sure to realize the success of employee development in the organization.
Our organization found out that employee contentment, consumer satisfaction plus financial performance are connected (shellenbarger 1998). We found out that the significant elements in the service plan in our organization were to devise and develop jobs to boost employee satisfaction in addition, to also investing in staff training. The fairly high labor in the organization necessitated us to focus our interest on developing the vital labor component. A key factor that we realized in enhancing this plan is that engaging of service staff in activities that deliver the service idea, processes as well as outcomes is essential. Relationships between customer and employee contentment have been observed in numerous industries (Hallowell and Schlesinger 2000) but are particularly important in high-contact service industries like hospitals. High contact services are those in which clients directly relate with the service organization or the service personnel for an extended period (chase 1981). Superior employee knowledge and skills are looked-for in high-contact services since uncertainty in service creates a need for staff that can make constant and numerous nonprogrammed decisions.
We are motivated to make significant efforts to develop jobs, as well as work systems, individual knowledge and skills, and interpersonal skills for our workforce so that they in turn can deliver high-quality services. We want to make the management of our internal service quality a function of employee development and management. These components of employee growth, the internal systems and programs that sustain the service employees we believe are the key ingredients in a plan for internal service superiority in high-contact settings. Hallowell and Schlesinger (2000) believe that these fundamentals include staff selection, workplace design, training, work design, policies as well as procedures, goal placement etc. We wish to develop these internal services so that we can help our employees do their jobs effectively.
A critical constituent of a high contact service policy is the organization of the relationship between service employees with customers (Brown Swartz 1989, Schneider, White Paul 1998 Gould- Williams 1999).
The organizations mission and vision is to improve the welfare of the organization by ensuring that the employees working conditions are of high quality. We believe that if we engage in employee development activities such as training and motivation recognition, then we are bound to get their satisfaction which is positively related to customer satisfaction. With all these in place, then the organization will realize increased profits.
This strategic plan will present us with an insight into strategies and systems that must be planned to sustain workers in the organization and demonstrate how significant these systems are in predicting employees outcomes plus satisfaction, output, effectiveness and turnover. We believe that investing in employee growth systems including work systems, training and progress and staff well being can foretell an increase in employee outcomes given the close associations between these two constructs. We have also seen the need for a service strategy that embraces employee development systems as a means for driving the performance of the organization. With all these in place, then we are sure to realize the success of employee development in the organization.
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