Building Quality Service: With Competency-based Human Resource Management
The premise underlying this book is that every interaction between a staff member and a customer is unique. Training methods develop product knowledge or train staff in the complex and demanding field of customer service. However, selection and training of employees in the all-important personal dimension of service should enable them to respond to differing cutomer needs, to be aware of customers' different perceptions of what quality service is, and to adapt their responses to meet their unique needs. This high level of communication skill has not, until now, been adequately acknowledged or used as the basis for experiential and lifelong learning in the service sector. Managers who can bring this customer focus to their human resource practices, including competency-based training, can be assured that their organisations will deliver quality service both now and in the future. Lynne van der Wagen has been teaching, researching and writing in the field of hospitality management for the past 8 years and has recently completed her masters degree in adult education at the University of Technology, Sydney. Previously Director of Personnel for a 600 room hotel, Lynn is well qualified to discuss contemporary issues in the fields of quality management, human resource management, and competency based training.
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Communication in the service interaction
Exercises and discussion
Taskoriented job description
19 other sections not shown
achieved advertisement analysis applicant attributes Australia Post bank basis behaviour body language Calvin Klein career development CHAPTER OBJECTIVES communication competence communication skills competency standards competency-based training concepts context costs customer needs customer relations customer service customer’s decision define demonstration describe dimension of service dismissal Driza-Bone employee employee handbook employee’s employment ensure ethical evaluate example EXERCISES AND DISCUSSION exit interview expectations experience factors feedback ﬂexibility human resource management important individual individual’s induction intemal issues job analysis job description job specification judgement knowledge leaming outcomes listening McDonald's meet non-verbal non-verbal communication OBJECTIVES On completion organisation organisation’s perception performance appraisal performance criteria personal dimension personnel planning position problem problem-solving procedural and personal quality management quality service questions recognition recruitment reﬂect relevant response restaurant selection service delivery service provider situation staff member staff tumover stage strategies suggested task analysis tasks trainer training staff waming