Modeling the Human Side of Service Delivery

Benjamin Schneider () and David E. Bowen ()
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Benjamin Schneider: Senior Research Fellow, Valtera and Professor Emeritus, University of Maryland, 1363 Caminito Floreo, Suite G, La Jolla, CA 92037
David E. Bowen: The G. Robert & Katherine Herberger Chair in Global Management, Thunderbird School of Global Management, 15249 North 59th Avenue, Glendale, AZ 85306

Service Science, 2009, vol. 1, issue 3, 154-168

Abstract: We present an open systems model that describes the processes and systems whose cumulative effects shape the human side of service delivery. The human side of service delivery, we believe, has received less attention in the service science literature than the more technical side. The open systems view of consumer service organizations focuses on input, throughput, and output stages. The creation and maintenance of a service climate is the key issue for throughput management practices in the model, such climate being partially dependent on employee and customer attributes as input and in turn linking to the output of the firm in the form of customer satisfaction and profits. A shared service climate across the subsystems of organizations-- all subsystems (e.g., information technology, finance, HR, marketing) for all organizational members regardless of rank or position (e.g., executives, front-line supervisors, staff who serve service delivery people, and service delivery people themselves) is seen as the key to managing the complexities of the human side of service delivery if the firm is to be competitive in the marketplace. [ Service Science , ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]

Keywords: service climate; employee - customer links; open systems model; human resources - customer satisfaction link; linkage research (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:inm:orserv:v:1:y:2009:i:3:p:154-168

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