...) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector...

...Mina Beigi; Melika Shirmohammadi Purpose The purpose of this study is to investigate the effects of an emotional intelligence (EI) training program on: the EI of service providers; and the service quality provided by employees who have received such training. Design/methodology/approach...

... of theoretical and empirical research. Practical implications Managers may consider the possibility of creating conditions for competent improvisation to occur, such as training in improvisational skills and the creation of organizational contexts that facilitate the convergence of planning and execution...

... and recruitment processes, extensive training and retraining, successful service delivery teams, empowerment of front‐line staff to control service quality, and motivating staff through rewards and recognition. Practical implications This research has implications for organisations that aim to deliver...

... to maintain its lead in the industry. Excerpts from there interviews were broadly organized into four sections. They are: “SIA’s perspective of service excellence and key challenges”; “Understanding customers and anticipating their needs”; “Training and motivating the front line”; and “Managing with an eye...

...K. Narasimhan Service quality Training The significant shift in power from the producers and suppliers to consumers of goods and services has led to the need for developing service effectiveness to improve customer satisfaction, for all organisations, whether they be public, private...

...Werner Vermeulen; M.J. Crous This article discusses the importance of training and education for TQM. The best way to institute quality into an organisation, particularly a bank, is to train employees to do their job better. The training structure must be top‐down, starting with the top team...

...Atul Gupta; Susan T. Sadowski This survey research explores the key variables of top management involvement for an effective end‐user training program. Out of the seven variables: top management belief, a discussion of operating functions, a discussion of the development of the training program...

...John Morris; Peter Mountfort Suggests that leadership and team building are the two major training issues which companies must address as we move towards the twenty‐first century and that clearly the two are related. Equally clear is that both issues can only be addressed effectively in an ongoing...

...Sarah Cook; Steve Macaulay Notes that good service delivery has come a long way from “smile training”, but many managers are left wondering whether they should put emphasis on the “hard” or the “soft” aspects of service. There is no doubt that “soft” issues are key and many successful service...

... of the problems brought about by a lack of training in the Northern Ireland tourism sector. Initiatives included a regional training strategy, a tourism training plan and a total quality management initiative as well as adopting the Investors in People standard. The paramilitary ceasefires created a curiosity...

...Graham Bailey Briefly reviews some results of a survey on training requirements, the most important of which appeared to be customer care. States that organizations need long‐term strategy, not two‐day courses in customer care. Describes the process and lists objectives of creating a customer‐care...

... customer service in order to remain competitive. Learning is taking on strategic importance. Demand for customer service training is higher than ever before. Such extraordinary commitment can be elicited only in the context of a corporate culture that emphasizes caring about employees and sharing...

... are rediscovering the value of those who deliver the service. As a result, experts believe survival for these businesses in the 1990s depends on creative approaches to finding, training, and retaining the best customer‐contact workers. While, unfortunately, most companies still view them as mindless robots, a few...

... and culture. Developing leaders at all different levels of the organization provides continuous fuel for a synergistic system, enhancing and ensuring the organization’s continual ability to learn, adapt, and innovate. Customer service Employee development Organizational change TQM Training...

... the needs and requirements of clients, requires well developed recruitment, training, internal communications and appropriate reward and recognition systems. © MCB UP Limited 1995 Continuous improvement Customer satisfaction Internal communications Performance appraisal Rewards Training...

...The Forum Corporation Training is identified as an essential prerequisite for business success. Success requires a new level of mastery of the skills that directly support business objectives. Discusses methods to deliver and develop the skills needed for this success through five core principles...

...David Freemantle Sets out several basic principles in customer service before giving examples of service improvements made by various organization such as BMW, Waterstone’s, British Gas and others. These improvements, explained in detail, include staff training, workshops, personalized service...

..., and training staff and managers. Concludes that most importantly, staff must be supported when following company policy. © MCB UP Limited 1994 Customer satisfaction Customer service Training Despite the growing importance awarded today to customer service, there is still a small proportion...

... this and other issues right we would have a competitive advantage. Business process re‐engineering looked to us the most likely tool. A cross‐functional team was assembled at a high level with a clear brief from the board and some training and help from outside. We looked at two areas with two separate teams...