Construction of a service failure severity and recovery model

Lin, Wen‐Bao

doi:10.1016/j.eswa.2011.03.093

Cited by 7 publications

(6 citation statements)

References 46 publications

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“…Given this fact, service recovery, which is defined as "the actions and activities that a service organisation and its employees perform to 'rectify, amend, and restore the loss experienced' by customers", is critical for service providers (Gronroos, 1988). A review of existing studies reveals that service recovery not only impacts on customer satisfaction (Brown et al, 1996;Maxham, 2001) but also helps organisations to achieve even greater customer satisfaction than without service failure (Magnini et al, 2007;Lin, 2011), which is called the "service recovery paradox". As such, successful service recovery leads to profitability (Stauss and Schoeler, 2004).…”

Section: Service Recovery and Post-recovery Satisfactionmentioning

confidence: 99%

“…Moreover, employees' awareness directly affects perceived justice in service recovery (Wang et al, 2014). When service failure occurs, job engagement is likely to be a positive indemnity tactic as a result of the high level of selfawareness (Lin, 2011), such as fully understanding the severity and being involved in service recovery on time (Wang et al, 2011). In addition, FLEs also suffer emotional stress when service failure occurs Wu et al, 2012).…”

Section: Self-regulating Process Of Fles In Service Recoverymentioning

confidence: 99%

“…Due to the inevitability of service failure, service recovery is essential for service firms' operation (Lin, 2011;Moore, 2013). According to statistics from the State Post Office in China, the customer complaint rate is extremely high in the express mail industry; it was higher than 10 per cent in July 2016, even for well-established firms.…”

Section: Introductionmentioning

confidence: 99%

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Empowerment in service recovery: the role of self-regulation process of frontline employee

Zhang

Geng²

2019

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Purpose In accordance with the commitment–trust theory, employee attitudes and behaviours mediate the impact of empowerment on service recovery performance. The purpose of this paper is to extend the self-regulating process model and develop a structural framework that combines empowerment, self-regulation mechanisms (service recovery awareness, job engagement and emotional exhaustion) and post-recovery satisfaction. This framework explores how empowerment can lead to action of frontline employees (FLEs) in service recovery. Design/methodology/approach The authors test the hypotheses by investigating 290 pairs of FLEs and customers, who have service failure experience in the express mail industry, using structure equation modelling. Findings The findings show that empowerment enhances both service recovery awareness and job engagement. On the one hand, service recovery awareness has a positive impact on emotional exhaustion, which has a negative impact on post-recovery satisfaction. On the other hand, job engagement has a positive impact on performance. These results provide the whole picture of the double-edged effects of empowerment on FLEs in service recovery. Practical implications This paper indicates that managers should re-consider approaches to empowerment based on self-regulation process to enhance performance following service failure. Originality/value This study explores the dark side of empowerment in service recovery from a self-regulation perspective.

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Section: Service Recovery and Post-recovery Satisfactionmentioning

confidence: 99%

Section: Self-regulating Process Of Fles In Service Recoverymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Empowerment in service recovery: the role of self-regulation process of frontline employee

Zhang

Geng²

2019

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“…The management of occasional failures increases responsiveness and ensures that customers are well-served and satisfied with the actions taken by the company (Hoffman et al, 1995;Smith, 2005). Lin (2011) refers to the severity of failure and its perception, which can have a direct impact on customers' judgment with respect to the process of service recovery.…”

Section: Bpmj 186mentioning

confidence: 99%

Service recovery: a method for assessing performance

Battaglia

Borchardt²,

Sellitto³

et al. 2012

Business Process Management Journal

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Purpose -The aim of this study is to propose a method for assessing the service recovery performance of a manufacturing company with value-added services. Service recovery performance is assessed by an index with value ranges from 0 to 100 percent. Design/methodology/approach -A tree-like structure was built to represent service recovery. This structure was weighted according to the degrees of each dimension's relative importance using the analytic hierarchy process (AHP) method. After construction, the dimensions were evaluated by considering how much they were applied during the process; the service recovery index and the gaps between importance and application were determined. The method was tested in a multinational manufacturing company and in two buyer companies. Findings -It was possible to identify the most important service recovery dimensions from the perspective of a manufacturing company ("speed of recovery", followed by "empowerment") and the respective degree of application according to the buyers; the gaps between importance and application were determined, and a set of suggestions for the service recovery process was made. Practical implications -The proposed method can be adapted for other companies, including those in other industries. Analysis of the degree of the application of the dimensions of recovery can be extended to other customers, which allows for the measurement of service recovery performance. Originality/value -The recovery service is an organisational process relevant to manufacturing enterprises with value-added services, which require measurement of their performance. The authors found no other references to a method that allows organisations to assess their performance in relation to recovery dimensions.

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“…In recent 2008 global financial crisis which is consider the worst in 75 years, it had led to collapse to major institution and government, depreciation of Eurodollars and prolonged unemployment. However, as the service industry has progressed, it has concurrently shifted into a period of maturity or stagnant which resulted in lower gross profit rates (Lin, 2011). Service industry, especially the hotel industry comes across an extremely competitive environment worldwide nowadays (Chen, 2007).…”

Section: Introductionmentioning

confidence: 99%

Cost minimization in hotel's service recovery

Tan¹,

Mansourirad²

2013

ams

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As delivering consistent quality service is important in preserving customer's satisfaction, service failures are unavoidable in hospitality industry because of human frailties. Service failures can be dire to service providers as it may lead to customer complaints, bad word-of-mouth, reduces of customer's loyalty and erodes of firm's reputation. In this paper, the aim is to develop a Service Recovery Compensation Model based on integer programming to determine optimal recovery solutions for each tier of consumers. At the end an example is provided to show that a lower cost can be achieved using this model in a hotel while keeping the level of customer satisfaction.

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Construction of a service failure severity and recovery model

Cited by 7 publications

References 46 publications

Empowerment in service recovery: the role of self-regulation process of frontline employee

Empowerment in service recovery: the role of self-regulation process of frontline employee

Service recovery: a method for assessing performance

Cost minimization in hotel's service recovery

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