Relative Effects of Daily Feedback and Weekly Feedback on Customer Service Behavior at a Gas Station

So, Yongjoon; Lee, Kyehoon; Oah, Shezeen

doi:10.1080/01608061.2013.785898

Cited by 20 publications

(6 citation statements)

References 27 publications

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“…For example, the effectiveness of measuring customer satisfaction, including the frequency of measurements, was examined (Morgan et al, 2005), and it was found that measuring customer satisfaction should be continuous and using multiple methods (Grigoroudis and Siskos, 2009). Feedback was also investigated, including its frequency (Casas -Arce et al, 2017, So, et al, 2013), the use of feedback flows as a source of feedback (Russo, Cardinalli, 2012) or as a source of innovation (Un, Cuero -Cazurra, 2007).…”

Section: Discussionmentioning

confidence: 99%

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Business Financial Performance In The Context Of Customer Satisfaction Management

2021

QAS

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The article focuses on the research of the relationship between performance in financial terms and customer satisfaction management in the company. Customer satisfaction management is understood as a process aimed at determining customer satisfaction and dissatisfaction in the form of backflows (from the customer), which is used throughout the company so that the company acquires and uses customer knowledge to change (innovate) in the company (whether in the form of process or product innovation). Through a change in customer satisfaction management, the company's financial performance is to be improved. The research is based on analyses of the relationships of selected factors of customer satisfaction management and their partial variables to the financial performance of the company. The article aims to identify the factors of customer satisfaction management that affect the financial performance of the company. A partial goal of the article is to identify the causes of the identified financial performance of the company, through quantities within the examined factors of customer satisfaction management. The research is carried out quantitatively using a questionnaire on a sample of 113 companies from various industries in the Czech Republic. Financial performance is assessed as profitability subjectively, by respondents to research, which consisted of managers of the surveyed companies. The relationships of individual factors and quantities were analyzed first using factor and then regression analysis. Statistical significance was verified by appropriate standard tests (t-test) and the significance of the model by the coefficient of determination. The results show that financial performance is influenced by customer satisfaction management and depends primarily on reverse flow management (from the customer), innovation and knowledge, the source of which is the customer and the internal customer satisfaction management support system.

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Section: Discussionmentioning

confidence: 99%

“…that feedback, including customer satisfaction, should be collected regularly (cf. Casas -Arce et al, 2017, So, et al, 2013). In addition to customer satisfaction, it is important to address customer dissatisfaction.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Business Financial Performance In The Context Of Customer Satisfaction Management

2021

QAS

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“…Second, while some studies do not have an indicated time horizon, other studies that use absolute operationalizations have varied in time horizons. For instance, some studies look into feedback frequency by comparing monthly and weekly feedback (Casas-Arce et al, 2017), while others focus on daily feedback (So et al, 2013) or even experimentally test different feedback frequencies within a timeframe of 70 min (Lam et al, 2011). For example, in an experiment reporting negative effects for high levels of feedback, the "high feedback frequency" condition existed of 14 feedback episodes within 70 min, while the "moderate feedback frequency" conditions consisted of four or seven episodes (Lam et al, 2011).…”

Section: Operationalization Of Feedback Frequencymentioning

confidence: 99%

How much feedback do employees need? A field study of absolute feedback frequency reports and performance

Mertens

Schollaert

Anseel

2021

Int J Selection Assessment

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Scholars and practitioners in the field of performance management have advocated an increase in the exchange of feedback in the workplace. Practitioners would benefit from guidelines about appropriate feedback frequencies, but the current literature does not offer much guidance. Our study investigates how self-reports of absolute frequencies relate to performance and job satisfaction. In a sample of diverse organizations, employees reported, on average, 3.8 feedback conversations in 3 weeks. Contrary to earlier suggestions that there might be an optimal feedback frequency, we find support for the notion that more feedback is better, without any indication of a downward trend at the highest feedback frequency. Our findings suggest that leader-member exchange may be one underlying mechanism that mediates this relationship.

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“…Prior studies found that intervention packages including performance-contingent consequences, feedback, and/or goal setting resulted in increases in customer service behaviors in a variety of settings (Slowiak, 2014;Slowiak, Huitema, & Dickinson, 2008;So, Lee, & Oah, 2013;Squires et al, 2007;Tittelbach, DeAngelis, Sturmey, & Alvero, 2007). In addition, prior studies demonstrated the effectiveness of using task analyses (Brown & Sulzer-Azaroff, 1994) and performance checklists (LaFleur & Hyten, 1995) to break down customer service into component behaviors for training purposes in a variety of service contexts (e.g., Anderson, Crowell, Hantula, & Siroky, 1988;Austin, Weatherly, & Gravina, 2005;LaFleur & Hyten, 1995).…”

mentioning

confidence: 96%

The Impact of a Task Clarification and Feedback Intervention on Restaurant Service Quality

Reetz

Whiting

Dixon

2016

Journal of Organizational Behavior Management

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Relative Effects of Daily Feedback and Weekly Feedback on Customer Service Behavior at a Gas Station

Cited by 20 publications

References 27 publications

Business Financial Performance In The Context Of Customer Satisfaction Management

Business Financial Performance In The Context Of Customer Satisfaction Management

How much feedback do employees need? A field study of absolute feedback frequency reports and performance

The Impact of a Task Clarification and Feedback Intervention on Restaurant Service Quality

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