Services Marketing Lesson 7

Front 1

People who deliver the service are of key importance to both the customers they serve and the employer they represent.

True or False

Back 1

TRUE

Front 2

To the employer, those deliver the service can make or break the organization

true or false

Back 2

TRUE

Front 3

It is where future business success will depend

Back 3

LEVEL OF EMOTIONAL CAPITAL

Front 4

True or False

human resource can be regarded as an asset of the business.

Back 4

True

Front 5

This can be regarded as an asset of the business.

Back 5

EMOTIONAL CAPITAL

Front 6

a word that advocates human resource is regarded as an asset of the business.

Back 6

CAPITAL

Front 7

TRUE OR FALSE

Not all services sector employees interact with customers, but those who do heavily influence the customer’s service experience

Back 7

TRUE

Front 8

Three ways Services sector employee influence the customer’s service experience

Back 8

1. they offer cues to the customer to help them assess an otherwise ambiguous situation;

2. they create first impressions; and

3. they create the cognitive framework that shapes the way in which the service is interpreted and evaluated

Front 9

Staff that interact with customers

Back 9

customer contact staff or front-line staff

Front 10

True of False

Not every front-line employee plays an equally important role in the delivery of service.

Back 10

TRUE

Front 11

a kind of service where front-line employees are not empowered to exercise their judgement

Back 11

STANDARDIZED

Front 12

TRUE OR FALSE

frontline staff play a relatively major role in the service experience, e.g. a ticket cashier at the cinema.

Back 12

FALSE- MINOR

Front 13

TRUE OR FALSE. Front-line personnel are not a homogeneous group

Back 13

TRUE

Front 14

common requirements of all front-line staff regardless of the specific service that they provide

Back 14

CORE SKILLS

Front 15

Two types of displayed emotion

Back 15

surface acting and deep acting.

Front 16

requires service workers to appear pleasant and empathetic regardless of how they feel.

Back 16

SURFACE ACTING

Front 17

Requires the person to ‘bow from the heart’, so that in addition to expressing desired emotions, they are also expected to actually feel/experience these emotions.

Back 17

DEEP ACTING

Front 18

TRUE OR FALSE

Displayed emotion that requires service workers to appear pleasant and empathetic regardless of how they feel is DEEP ACTING

Back 18

FALSE- SURFACE ACTING

Front 19

Hogan's’ organizational delinquency concept

Back 19

1. aggression

2. sabotage

3. theft

4. withholding output.

Front 20

in the workplace this can be defined as 'any incident in which employees and other people are abused, threatened or assaulted at work'.

Back 20

AGGRESSION

Front 21

means any statement or behavior that leads a person to believe they are in danger of being physically attacked.

Back 21

THREAT

Front 22

to intentionally damage or destroy something, for example equipment or a system, that belongs to someone else, so that it cannot be used.

Back 22

SABOTAGE

Front 23

TRUE OR FALSE

Sabotage can not only make it EASIER to achieve in your role, but can also have POSITIVE emotional effects on your work relationships and mental health.

Back 23

FALSE

Front 24

Employees may steal large amounts of money, workplace supplies, equipment or intellectual-property.

Just as serious are employees who steal by completing inaccurate timesheets, claiming reimbursement for items not purchased, fraudulently transferring funds or misusing a corporate credit card, cheques or taxi vouchers.

Back 24

THEFT

Front 25

When we deliberately withhold or conceal information from each other, we are doing something called “knowledge hiding,” an action that can take several different forms.

Back 25

WITHOLDING OUTPUT

Front 26

When we deliberately withhold or conceal information from each other, we are doing something called “__________________,”

Back 26

KNOWLEDGE HIDING

Front 27

TRUE OR FALSE

we hide knowledge because we fear the potential costs of sharing it.

Back 27

TRUE

Front 28

Is presumed to deliver the dual benefits of enhanced customer satisfaction, and increased employee commitment.

Back 28

EMPOWERMENT

Front 29

TRUE OR FALSE

True empowerment is where frontline/customer contact staff have responsibility to deliver customer satisfaction and the authority to customize the service offering

Back 29

TRUE

Front 30

based on the idea that providing employees with the resources, authority, opportunity, and motivation to do their work, as well as holding them accountable for their actions, will make employees happier and more proficient.

Back 30

EMPOWERMENT

Front 31

TRUE OR FALSE. providing employees with the resources, authority, opportunity, and motivation to do their work, as well as holding them accountable for their actions, will make employees happier and more proficient.

Back 31

TRUE

Front 32

LEVEL OF EMPOWERMENT

Back 32

(From bottom to top)

Organization

Department

Work unit/ group

Individual

Front 33

the shared perceptions of what an organization expects, supports, rewards – should support and reward empowered behaviors.

Back 33

ORGANIZATIONAL CLIMATE

Front 34

The two aspects of job design

Back 34

Job enlargement

Job enrichment

Front 35

means giving the employee more tasks to perform.

Back 35

Job Enlargement / Enlarging

Front 36

Horizontal job loading’, and making suggestions for ways in which a job may be performed

Back 36

Job enrichment

Front 37

The importance of selection in the service industry can be summed up in three statements made by Schneider and Schechter.

Back 37

1. The climate and culture of an organization is a function of the people who are employed there

2. Most service organizations require interdependent employee behavior, and therefore everyone operating in the system must be performing well. Individual excellence will not compensate for poor performers.

3 The best predictor of future behavior is past behavior.

Front 38

Cornerstone of the selection process

Back 38

Face to face interview

Front 39

is a training program many employees receive on the first day days of the job

Back 39

ORIENTATION

Front 40

designed to prepare new employees to perform their jobs effectively, learn about the organization, and establish work relationships.

Back 40

ORIENTATION

Front 41

TRUE OR FALSE

Orientation maybe done by the supervisor or the HRM

Back 41

TRUE

Front 42

the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role.

Back 42

SOCIALIZATION

Front 43

a process of adaptation to a new work role.

Back 43

SOCIALIZATION

Front 44

processes designed to foster commitment to the organization on the part of the employee. It is one thing in establishing feeling in new recruits

Back 44

Orientation and socialization

Front 45

He believes that the only way to motivate employees is to give them challenging work.

Back 45

HERZBERG

Front 46

Factors that contribute to motivation:

Back 46

1) Achievement

2) Recognition for achievement

3) The work itself

4) Responsibility

5) Growth or advancement

Front 47

the desire to perform well and be successful

Back 47

achievement

Front 48

This should be given often and liberally to continually reinforce the desired behavior.

Back 48

recognition for achievement

Front 49

emphasize that their contributions to the practice result in positive outcomes and good health care for your patients

Back 49

the work itself

Front 50

employees will be more motivated to do their jobs well if they have ownership of their work.

Back 50

responsibilty

Front 51

reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work he or she has achieved

Back 51

growth and advancement

Front 52

An easy first step to improving the loyalty of employees

Back 52

conduct an employee/job satisfaction survey.

Front 53

the result of an individual’s perceptions of their experience that exceeds their expectations

Back 53

Satisfaction

Front 54

three reasons why employees would work harder/continue to provide excellent customer service

Back 54

pay, recognition and additional involvement

Front 55

Performance monitoring and evaluation should be concerned with the achievement of customer satisfaction.

True or fals

Back 55

true

Front 56

True or false

The feedback process should be entirely one-way from management to employees

Back 56

FALSE- NOT ONE WAY

Front 57

FACTORS THAT CONTRIBUTE TO DISSATISFACTION OF EMPLOYEES

Back 57

1. Role Ambiguity

2. Role conflict

3. Role overload

4. Job mismatch

5. Performance measured on quantity and not on quality

6. Lack of empowerment

7, Lack of common purpose

8. Lack of management communication

9. Role tension

Front 58

When an employees do not understand what management or customers expect of them.

Back 58

Role Ambiguity

Front 59

Two or more incompatible sets of pressures impact on the employee’s behavior.

Back 59

Role conflict

Front 60

A situation in which a person is expected to play two incompatible roles

Back 60

Role Conflict

Front 61

Four basic sources of role conflict

Back 61

Customer-siding conflict

Company-siding conflict

Company-combining conflict

Customer-combining conflict

Front 62

A source of role conflict when an employee wants to do more for the customer than the organization allows

(provide a child’s portion at a reduced price).

Back 62

Customer-siding conflict

Front 63

A source of role conflict when an employee takes the side of the organization believing that the customer is acting in an unjustified or selfish manner, i.e. refusing to admit late theatregoers during the performance.

Back 63

Company-siding conflict

Front 64

A source of role conflict when the organization expects the employee to satisfy demanding customers and do lots of paperwork and administration

Back 64

Company-combining conflict

Front 65

a source of role conflict when separate groups of customers have different requirements for the service,

e.g. some customers may regard the main job of their coach tour guide to be one of information provision, other members of the party may instead believe that this person is there primarily to keep the tour on time

Back 65

Customer-combining conflict

Front 66

This happen when no matter how diligently individuals work they cannot do all that is asked of them.

Back 66

Role Overload

Front 67

TRUE OR FALSE

Workloads and patterns of demand should be continually monitored and evaluated to reduce the risk of role overload.

Back 67

TRUE

Front 68

TRUE OR FALSE

Every individual performing a front-line service role is an appropriate person for the job.

Back 68

FALSE

Front 69

This is the result of a poor recruitment and selection process.

Back 69

JOB MISMATCH

Front 70

TRUE OR FALSE

Whatever the job, management should consider the qualities that are necessary to do the job.

Back 70

TRUE

Front 71

When a company is more interested in employee efficiency than employee effectiveness

Back 71

Performance measured on quantity not quality

Front 72

When a company is more concern with the number of customers that they have dealt with than the degree to which these customers were satisfied

Back 72

Performance measured on quantity not quality

Front 73

When an employees have little flexibility or discretion in the way that they handle customers’ demands

Back 73

LACK OF EMPOWERMENT

Front 74

TRUE OR FALSE

The company should have a common purpose and for everyone employed in it to pull in the DIFFRENT direction with the intention of achieving the common goal.

Back 74

FALSE-SAME

Front 75

when employees feel that management say one thing to them and then do another

Back 75

Lack of management commitment

Front 76

TRUE OR FALSE

Any of the dissatisfactions discussed can lead to role tension in the employee.

Back 76

TRUE

Front 77

True or false

Role tension can affect the level of commitment that the individual is willing to make.

Back 77

TRUE

Front 78

TRUE OR FALSE

For an organization to realize the full potential of its employees, it must attempt to build a committed workforce.

Back 78

TRUE

Front 79

TRUE OR FALSE

job tension reduces job satisfaction, which in turn leads to higher rates of absenteeism and turnover

Back 79

TRUE

Front 80

this refers to the total number of workers who leave a company over a certain time period.

It includes those who exit voluntarily as well as employees who are fired or laid off

Back 80

EMPLOYEE TURNOVER

Front 81

a kind of turnover where employees are fired or laid off

Back 81

INVOLUNTARY TURNOVER

Front 82

TRUE OR FALSE

Turnover is synonymous with attrition.

Back 82

FALSE

Front 83

TRUE O FALSE

When calculating attrition, force reductions and terminations are counted.

Back 83

FALSE- NOT

Front 84

REFERS TO THE INSIDE the organization itself, in order to help design an appropriate marketing strategy based upon the position and resources of the firm.

Back 84

Internal marketing environment

Front 85

The source of employees salaries

Back 85

CUSTOMERS