Author (authors)
Training of employees and fluidity of teamwork
Download 1.33 Mb. Pdf ko'rish
|
Effective strategies for optimizing the services marketing of Shahrazad restaurant OY
4.13.3 Training of employees and fluidity of teamwork The respondents of interviews emphasized the main factors of training employees and human resource management to maximize the input management capabilities to deliver a specific standard of service for customers. They concentrated on the function of front-line employees (Waiters) and personal skills encounter in the restaurant to develop the service performance. The respondents believe that their responsibility for ensuring customers satisfied and good word-of-mouth when the waiters treat their customers well (e.g. polite behavior with a smile, being friendly). They proposed that company should be improved the way of interaction between waiters and customers through increasing the staffs’ knowledge of the menu (e.g. potential allergens in the recipes) and employees be more trained and educated so that could act with bad behaviors of customers (angry or unsatisfied). Furthermore, the interpersonal skills have to constantly evolved and staffs’ appearance and uniform should be highly consideration when hire a new employee. 68 The respondents mentioned that work environment, tools, and interested personnel in doing service-related work are the key drivers to facilitate the workflow and improve the performance of the service, they clarified that good or bad staff behavior can affect service delivery standards. In addition, they claimed that employees feel supported from management (positive verbal feedback) to motivate employees, also the importance of excellent teamwork to boost them and help to preserve their enthusiasm and remove their stresses and strains. The result of interviews with respondents produced that the most of the eatery’ staffs are dissatisfied with their heavy duties and multi-tasking, they expressed that the waiters and kitchen’ staff are sometimes involved together for serving tables and taking orders from customers during the rush times, which leads to overlap the main tasks and increase the risk of losing control for delivering services on time. To sum up, all mentioned issues and concerns obviously contributed to create the gap 3 or service delivery gap as could define Customer-driven service designs and standards-service delivery (Wilson et al., 2012, 100). It is the variance between specific service delivery, poor management might lead to a service provider fail to meet service quality specifications (Palmer 2008, 329). Due to the shortages of human resource policies as resulted from ineffective recruitment, a poor employees-technology job fit, rigid hierarchy management, the ambiguous role of employees and teamwork, and lack of self-authorization, since the front-line employees have the best vantage point for monitoring quality standards and able to identify any problems (Palmer 2008, 360). Download 1.33 Mb. Do'stlaringiz bilan baham: |
Ma'lumotlar bazasi mualliflik huquqi bilan himoyalangan ©fayllar.org 2024
ma'muriyatiga murojaat qiling
ma'muriyatiga murojaat qiling