工商管理外文參考文獻(xiàn)翻譯(編輯修改稿)
2024-10-12 21:10 本頁面
【文章內(nèi)容簡(jiǎn)介】 f customer service. Information technology is essentially in the process of migration, from the support function to the frontline functions where the customer is served, as indeed is customer service itself. In particular, the degree of marketing orientation and its relationship to both customer service and information technology requires further quantitative measurement. A greater understanding would facilitate marketing managers in identifying other areas in which information technology may be of use. One of the most remarkable features of the debate on workplace skills over the last few years has been the increasing emphasis placed on soft skills and attitudes. In part this is because work itself is changing. The rise of the service sector has meant that increasing numbers of people in employment are (at least in part) delivering a service and are themselves part of the process being sold. This is perhaps most dramatically apparent where the ‘service’ is itself entertainment. In Disneyworld staff are expected to be physically attractive, friendly, helpful, smiling and able to follow scripted exchanges (Van Maanen, 1991). But these dramatic elements and the emphasis on aesthetic and emotional ‘skills’ are not restricted to the entertainment industry, rather they are increasingly accepted as a ‘normal’ aspect of service work (Hancock and Tyler, 2020). So staff in restaurants, bars and hotels are hired on (and groomed in) aspects of their looks (Nickson et al., 2020)。 flight attendants are monitored on looks, weight and consistent helpfulness (Hochschild, 1983)。 and call centre workers are expected to infuse their voice with appropriate emotions (Callaghan and Thompson, 2020。 WrayBliss, 2020。 Taylor and Tyler, 2020). Even official reviews of the state of the nation’s skills emphasis personal qualities and attributes (Skills Task Force). Work, it seems, is increasingly about appearing, being and feeling as well as doing. The picture presented in these anisations is not one of opening the public sector to 4 market forces or responsiveness to customers but of confusion. Here additional levels of monitoring and new performance measures are introduced and customer service was emphasised often over areas where those serving have little control. As might be predicted, the implications for employee skills are also mixed. At one level training, at least in areas relevant to customer service, is increasing at others technical skills still needed to plete the work are not being reproduced and it is difficult to see, rhetorical or structurally, many incentives for them to be developed in the future. Most chief executives say that customer satisfaction is a numberone priority for their panies. Given a little background information on what has really transpired in their panies, however, many will admit that pressures for shortterm results create thinking processes and decisions that often negatively impacts customer service. Management needs to carefully and critically assess how their panies have performed at developing and implementing a customerfocused service strategy. Too many panies limp along with less than topnotch customer service. Wellintentioned
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