CLASSIFYING FRONT-LINE STAFF’S SERVICE BEHAVIORS AND THEIR IMPACT ON SIGNIFICANT CUSTOMER PERCEIVED OUTCOMES

• Main Authors: Dung-hung Wu, 吳端紘
• Other Authors: James O. Stanworth
• Format: Others
• Language: en_US
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/97011199567236072396

碩士 === 國立彰化師範大學 === 人力資源管理研究所 === 99 === The service behavior has a widely acknowledged significance. Employee’s behavior or their underlying serve towards to customer need is a key issue to facilitate encounter effectiveness. People, as employees and customers are essential to the process of value co-creation. Yet, we lack understanding of about the specifics of the role staff play and the impact they have on customers. Service behaviors are understood as the actions and reactions staff demonstrate in the process of interaction with customer. The literature shows three broad lines of investigation into employee behaviors. The first considers extraordinary behaviors. These types of behaviors relate to the employee going beyond their job description. The second relates to significant behaviors. These behaviors may be role prescribed or go beyond prescribed expectations. The third group identifies negative behaviors. These behaviors concern with both employee and customer will harm to their firm. Such behaviors are understood to drive customers’ (dis)satisfactory evaluations with the service process. The impact varies according to the evaluation with (dis)satisfactory evaluations impacting more strongly than satisfactory assessments. The asymmetric and non linear impacts of behaviors on customers’ assessments of service process are significant to understand. In this study an inductive two-phase research design was employed that focused on mid-high service setting. The first phase identified emerge service behavior dimensions. Eight in-deep interviews sampled expert front-line employee from mid-high restaurant background. Sixteen service behavior dimensions come out at end of this phase. The purpose of phase two was to relate service behavioral attribute to overall (dis)satisfaction. The sixteen behavioral dimensions were incorporated into a 10-point scale close-ended questionnaire. A total of 419 customer had consume experience in mid-high restaurant were sample. After logarithmic transformation, using regression analysis to confirm coefficient, R square, positive or negative significant. Finally, connect with five types of Kano two-dimension quality model. The results of this study provide practical insights in term of designing suitable training for employee and appropriate service for customer in a Chinese cultural setting.