Key attributes of internal service recovery strategies as perceived by frontline food service employees

The influences of transaction history and thank you statements in service recovery

“…process (listen, empathize, apologize, react, notify) which does not incorporate a thank you statement. Likewise, as an internal followthrough, an employee reward system appears to entice hospitality associates to take extra care in failure recovery situations (Yoo et al, 2006).…”

A case study on service recovery: Frontline employees’ perspectives and the role of empowerment

“…The authors continue that internal service recovery focuses on recovering employees from the negative feelings that failure situations may cause and strengthening employees' confidence in the ability to satisfy customers in the future. Prior research has found a positive correlation between the employees' and customer's perceptions of how well they recovered, the employees internally and the customers, externally (Bowen & Johnston, 1999;Yoo, Shin & Yang, 2006). Cook (2002) indicates that the external customer is more likely to receive good service if the employee has received good service internally within the organisation.…”

“…The authors suggest that the management should have similar internal service recovery obligations to fulfill as employees have in external service recoveries. Yoo et al (2006) found that the most appealing service recovery strategies perceived by frontline employees include pay rises, recognition from colleagues, a case-by-case reward method and full empowerment. The authors claim that it is probable that the recovery efforts stress employees less if they sense more support.…”

“…The authors claim that it is probable that the recovery efforts stress employees less if they sense more support. Yoo et al (2006) also suggest that service employees should be given both psychological and tangible rewards for their accomplishments in service recovery efforts.…”

“…On the third level, which refers to the term full empowerment introduced by Yoo et al (2006), the employees can take overall control of the decisions concerning their work and working patterns (Cook, 2002). It enables the employee who hears the customer's version of the mishap to be in charge of deciding how to resolve it (Bradley & Sparks, 2000).…”