Customer service—a model for improvement

Pye, Geoff

doi:10.1016/0278-4319(94)90054-x

Cited by 3 publications

(2 citation statements)

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“…If this assumption is correct, adding the`other' hotels to those in the quality-enhancer category suggests that almost 80 per cent of the hotels within the sample as a whole have identi®ed service quality enhancement to be of central strategic importance. This would seemingly support the arguments presented by Callan (1994), Kokko and Moilanen (1997), Mattsson (1994), Olsen (1989) and Pye (1994), about the increasing importance of service quality within hospitality.…”

Section: Discussionmentioning

confidence: 46%

Human Resource Management and Performance in the UK Hotel Industry

Hoque¹

1999

Brit J Industrial Rel

220

212

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This article examines the relationship between human resource management and performance in the UK hotel industry. Using data from over 200 hotels, the results demonstrate, ®rst, that the relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing; second, that hotels pursuing an HRM approach coupled with a quality focus within their business strategy perform best; and, ®nally, that HRM is more likely to contribute to competitive success where it is introduced as an integrated and coherent package, or bundle of practices.

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Section: Discussionmentioning

confidence: 46%

Human Resource Management and Performance in the UK Hotel Industry

Hoque¹

1999

Brit J Industrial Rel

220

212

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“…Since elevator operators have so much contact with customers, they must know how to respond to customer questions (Hunt and Cooke, 1990). Central to customer service is the interaction between the member of staff and the customer -and here lies a fundamental dichotomy: in service industries such as hospitality, the employee with the most important jobserving the customer -is usually the lowest paid, the least skilled and experienced, and has the highest labor turnover (Pye, 1994).…”

Section: Discussionmentioning

confidence: 99%

A processual analysis of customer service training

Lin

Darling

1997

Journal of Services Marketing

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Proposes that customer service training processes should be studied as a multidimensional issue, recognizing an analytical dimension of tasks, technique, procedure, and system; a behavioral dimension concerned with attitudes, perceptions, and motivation; and an organizational learning dimension concerned with management styles, corporate culture, structure, and information flows. Explores in addition three elements necessary for effective customer service training implementation.

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New approaches to HRM in the UK hotel industry

Hoque¹

1999

Human Res Mgmt Journal

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Customer service—a model for improvement

Cited by 3 publications

References 0 publications

Human Resource Management and Performance in the UK Hotel Industry

Human Resource Management and Performance in the UK Hotel Industry

A processual analysis of customer service training

New approaches to HRM in the UK hotel industry

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