Happy staff is not the full answerB

Happy staff is not the full answer
Business gurus have been quick to highlight studies claiming to show that customer service is related to management style. These studies claim that the way service staff deal with their customers reflects clearly how they themselves are managed. Employees express attitudes, behaviour and emotions towards customers that reflect their own feelings towards their work, and these sentiments are determined by their managers. Customers then 'catch' these employee attitudes. This leads to the belief that employee morale is closely, directly and positively related to customer service satisfaction.
Researchers have pointed out that even employees' own perceptions of the quality of the service they provide are related to both their personal job, satisfaction and productivity. They could be wronK but the theory has three principles:
• When organisations treat their employees well, the employeestreat their customers accordingly.
• When organisations and the work group have policies and practices aimed at maintaining service quality, customers will be happier with those services.
• The more a company's employees have contact with customers, the more its morale and organisational policies affect customer satisfaction. The theory holds that the
customer is king and needs superb treatment by service staff. Staff at the customer interface need to be supported, trained and directed by their supervisors to ensure high-quality service. All people in the organisation should be directed to this end. So the Chief Executive's job is to help, support and advise the board, whose job it is to help, support and advise senior managers. Thus all employees are support staff, attempting to support those vitally important staff who come into contact with the people who pay the salaries: customers.
All service organisations invest in trying hard to get excellent customer service. Airlines, hotels, restaurants and so on conduct serious selection and training to get the sort of person who thrives in customer service. Stable extroverts of sufficient - though not sparkling - intellect seem ideal. Managers rely on many courses, feedback and incentives to keep up standards. And they are aware of the role of demonstrating good behaviour.
But managers in the service industry also know that other factors beyond their control affect staff morale, mood and service. Irascible, demanding, downright rude customers can sap the morale of staff, no matter how well they are treated by their managers. Customer service may be emotional labour on a par with physical labour. There is the same level of exhaustion. And as customers demand more and more for less and less, the customer-facing staff bear the brunt.

Kết quả (Malta) 1:

Happy staff is not the full answerBusiness gurus have been quick to highlight studies claiming to show that customer service is related to management style. These studies claim that the way service staff deal with their customers reflects clearly how they themselves are managed. Employees express attitudes, behaviour and emotions towards customers that reflect their own feelings towards their work, and these sentiments are determined by their managers. Customers then 'catch' these employee attitudes. This leads to the belief that employee morale is closely, directly and positively related to customer service satisfaction. Researchers have pointed out that even employees' own perceptions of the quality of the service they provide are related to both their personal job, satisfaction and productivity. They could be wronK but the theory has three principles:• When organisations treat their employees well, the employeestreat their customers accordingly.• When organisations and the work group have policies and practices aimed at maintaining service quality, customers will be happier with those services.• The more a company's employees have contact with customers, the more its morale and organisational policies affect customer satisfaction. The theory holds that theklijent huwa king u jeħtieġ trattament superb mill-persunal tas-servizz. Impjegati tal-interface tal-klijent jeħtieġu li jiġu appoġġjati, imħarrġa u dirett mill-supervisors tagħhom sabiex jiġi żgurat servizz ta ' kwalità għolja. Nies kollha fl-organizzazzjoni għandhom jiġu diretti għal dan il-għan. Hekk għax-xogħol tal-Kap Eżekuttiv huwa biex jgħin, jappoġġja u jagħti parir lill-Bord, li xogħlu huwa li jgħinu, appoġġ u jagħti parir lill-managers anzjani. B'hekk l-impjegati kollha huma tal-persunal ta ' appoġġ, jipprova tappoġġja dawk impjegati virtwalment importanti li jiġu f'kuntatt mal-persuni li jħallsu s-salarji: klijenti. L-organizzazzjonijiet tas-servizz kollha jinvestu ˙dimt tipprova tikseb servizz eċċellenti lill-klijenti. Airlines, lukandi, ristoranti u oħrajn jagħmlu għażla serju u taħriġ biex tikseb ix-xorta ta ' persuna li l-ispiritwali fis-servizz tal-klijent. Extroverts stabbli ta suffiċjenti - għalkemm mhux frizzanti - intellect jidhru ideali. Amministraturi jistrieħu fuq ħafna korsijiet, feedback u inċentivi għal żżomm l-istandards. U huma konxji tar-rwol sabiex turi l-imġieba tajba.Imma amministraturi fl-industrija tas-servizz ikunu jafu wkoll li fatturi oħra lil hinn mill-kontroll tagħhom jaffettwa l-moral tal-persunal, burdata u servizz. Klijenti irascible, impenjattivi, downright rude jistgħu sap l-moral tal-persunal, irrispettivament minn kif ukoll jiġu trattati mill-amministraturi tagħhom. Servizz lill-klijenti tista tkun xogħol emozzjonali a parità b ' xogħol fiżiku. Hemm l-istess livell ta ' l-eżawriment. U bħala domanda ta ' klijenti aktar u aktar għal anqas u anqas, l-istaff li jħarsu klijent iġorru l-brunt.