This Case is about HUMAN RESOURCE MANAGEMENT, PRODUCT DEVELOPMENT
PUBLICATION DATE: October 01, 2010 PRODUCT #: SMR362-PDF-ENG
When folks believe about innovation in the customer service, they usually think about technical or process improvements which make service delivery more efficient or faster. While such innovations can simplify issues for customers, service organizations seldom stop to contemplate the general psychology that shapes service meetings. Really, numerous crucial emotional variables that pressure customer perceptions-the subtle improvements that aid define a favorable experience-have yet to be completely defined or said.
Organizations regularly quantify the results of service meetings in concrete terms like on time flight arrivals or the time to solve a customer’s call. On the other hand, the subjective results- the feelings and the emotions â€“ are less easy to describe: Did the passenger love the flight? Just as having a more profound comprehension of systems dynamics and procedure evaluation has driven firms to reengineer their operations to reach explicit results, findings from behavioral decision making, cognitive psychology, and social psychology can point providers to ideas for redesigning the mental or implied aspects of service meetings. In this article, the writers analyze how three variables- control, trust, and emotions -contour their complete perspective of service providers and customer evaluations of service encounters.