Documents client satisfaction 5 results

"À partir d'un travail de terrain et d'observation participante, mené dans un hypermarché d'une grande enseigne française, cet article aborde la question des conditions de travail dans le secteur de la grande distribution. Il rend compte des processus de contrôle s'exerçant sur les employés commerciaux, dont l'activité constitue un cas typique de cumul des contraintes "marchandes" et "industrielles". Leurs conditions matérielles de travail favorisent le contrôle direct exercé par la hiérarchie. L'article évoque le rôle du "client" dans les mécanismes de contrôle mis à l'oeuvre, et la manière dont cette figure managériale est instrumentalisée par la direction de l'entreprise pour favoriser l'engagement du personnel et l'intensification du travail. Les salariés ont des marges de manoeuvre étroites et des moyens de résistances faibles."

"In this article, the authors evaluate the role of the nurse staffing mix on hospital patient satisfaction. Using three years (2009 to 2011) of hospital patient satisfaction data linked to data on the productive staffing hours of registered nurses (RNs), licensed vocational nurses, nurse's aides, and contract nurses for 311 California hospitals, the authors analyze how nurse staffing levels affect 10 dimensions of patient satisfaction. The findings indicate that a higher level of RNs per bed appears to increase overall patient satisfaction. Conversely, hospitals with a higher proportion of nursing hours provided by contract nurses have significantly lower levels of patient satisfaction on scores related to overall patient satisfaction and nurses' communication with the patient. The results have implications for RN staffing strategies and inform the broader literature on worker-skill mix and employment arrangements."

"Social security systems around the world evolved at different times, at different speeds, for often very different needs. But now each country faces a universal truth: their social security organizations must be truly adaptive, ready to deliver a new type of service at a time of constant technological and social change. Each social security system is approaching this daunting task in their own way – a grand social experiment in how agencies can provide a proactive, personalized service that meets their citizens' ever-changing needs. The results are simply unknown. This article intends to start the debate on what is and is not working, and indeed on how agencies should measure their progress in moving away from the traditional transactional model. The challenges they face are immense. Populations are ageing and social security budgets are shrinking. Meanwhile, the pace of digital change is matched only by the soaring rate of customer expectations. But the opportunities are of similar scale. Advanced technology, automation and new partnerships between public-sector agencies promise a much smarter, more insight-driven service for all. Technology is only one side of this equation. As part of rethinking their entire mission, social security agencies will need new workers with new sets of skills, and for their existing workers to adapt and embrace their changing roles. None of this will be straightforward. Whatever the original purpose of the social security organization, it has now changed irrevocably. But with the right combination of talent and technology, agencies can aspire to a new model: one that is flexible enough to withstand economic and social shock and resilient enough for the challenges that lie ahead."

"Service profit chain and service climate research identifies the importance of employee attitudes and employee service behavior as mediating between organizational practices and customer satisfaction. While the importance of employee attitudes and customer service performance are acknowledged, there are calls to more precisely specify proximal mediators between employee attitudes and customer satisfaction. We propose a model in which the relationship between unit-level organizational commitment and customer attitudes is not direct but mediated via employees' customer service delivery including queuing time, serving time and service quality. We conducted a longitudinal unit-level analysis (N = 39) aggregating employee (N over 893) organizational commitment and customer (N over 1248) satisfaction data, and customer service behavior drawn from organizational records. Our model received reasonable support from basic tests of the predictive associations between unit-level organizational commitment, customer-relevant employee behaviors and customer satisfaction; however, organizational commitment was not found to be an important predictor in more rigorous change analyses. The findings as a whole therefore suggest that organizational commitment is a feature of units delivering fast, quality service, but its causal role is as yet unclear."

"Au premier abord, le temps de l'activité de la caissière semble homogène, continu, répétitif. Une étude empirique auprès des caissières d'un hypermarché permet de démontrer qu'il s'agit au contraire d'un temps relativement discontinu et diversifié. Présentant des similarités avec l'activité des OS de l'industrie, la spécificité de l'activité des caissières réside dans le fait que ces dernières ont à gérer un double flux : celui des produits et celui des clients. Le temps de l'activité de la caissière peut donc être appréhendé comme le compromis résultant de la négociation entre logique productive et logique relationnelle, parfois source de conflits. C'est par l'acquisition de « compétences incorporées » que la caissière parviendra à remplir sa mission."