The dilemma faced when the relationship between the staff and the customer becomes too close. Their findings provide the basis for the managers and other researchers on the subject of how intimacy and passion can be utilized, to better the customer service and also how to manage such a relationship effectively. The organizations according to Zemke and Schaaf (1989, p. 60) must rely on the motivation of their employees in the delivery of high-quality services. In their research, they found out that most of the famous organizations like U.
Air and Federal Express used the empowerment of employee to reach to find customer satisfaction. They defined this customer satisfaction as the empowering of the employees by use of encouragement on their using imagination and their creativity. This meant entrusting them to do the right thing in their dealings with the customer. Cook, Sue, Toby, and Peter (1981) described empowerment, as the encouragement by the managers on employees, to make judgments and act on their own and giving them sufficient space to do this on their own initiative. Parasuraman and Zeithaml (1991, p. 255-265) stressed that the main important factor of quality service is the consideration of consumers because they solely evaluate the service offered and not the managers.
Lehtinen and Lehtinen (1991, p. 287-303), stratified this service quality into two parts which are “ process quality” and “ outcome quality. ” The process quality represented the judgment on the level of service in the process during service delivery and the outcome quality was the review of the consequence of service delivered. Parasuraman, Zeithaml, and Berry came up with a way to measure these expectations by the consumers and the performance delivered.
They used the SERVQUAL scale where they used the variants like reliability, tangibles, assurance, responsiveness, and others. By using this scale, they found out that it offered a valid and reliable means of measuring the quality of service across a number of service industries.
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