东方物探矿区引入杜邦安全理念

在前不久结束的为期21天的HSE体系审核及安全专项检查中．东方物探矿区服务事业部没有采取以往的“训斥式”检查方式，而是采取了平等交流、面对面沟通的检查方式。这是东方物探矿区引入杜邦公司安全管理理念后的新变化。东方物探矿区服务事业部自今年7月引入杜邦安全文化理念后，     

建立科学的和谐示范矿区标准 全面引领油田矿区建设和发展

大庆油田矿区服务事业部通过建立和谐示范矿区基础设施标准、生态绿化标准、管理标准、服务标准、安全环保标准、文化建设标准,科学地指导大庆油田加快推进矿区设施完善、绿色生态、智能化建设、服务提升、文化引领等一系列工程建设,并运用评价标准,科学评价和谐示范矿区综合指数和系统和谐度,找准差距、探寻突破,使大庆油田和谐示范矿区建设实现全面协调、可持续发展。     

中油集团矿区服务专业标准化直属工作组成立

工作范围：主要制修订集团公司物业服务、公用事业服务、社会公益性事业服务、离退休管理及医疗服务等业务以服务规范为主的标准。组织机构：聘任马桂成为组长，周抚生、王立民为副组长，付建昌为秘书长1人，成员总数20人。秘书处设在华北油田矿区服务事业部。     

王景奎班

王景奎班系中国石油吉林油田公司矿区服务事业部公用事业管理公司江北供排水队排污班(俗称马葫芦班),主要工作是清淤、排污,担负着吉林油田江北矿区2237个下水道、5.6万延长米排水管线的疏通、清掏和维修工作,这还不算数以百计的雨水篦子管理和数以万计的下水道解堵工作。2009年10月,吉林油田     

社区居家养老服务的探索与思考

<正>近几年来,长庆油田矿区事业部坚持以科学发展观为指导,以和谐社区建设为主线,以"保障生产、服务生活、维护稳定"三项职责为根本,主动争取当地政府的支持,在居家养老服务工作方面进行了有益探索,取得了一定成绩和经验。一、居家养老服务工作的基本内涵和现实意义     

培育油田矿区特色文化的成功实践

<正>地处松辽盆地南部的吉林油田是一个有着50多年历史的老油田。在发展进程中,矿区服务系统在保障生产、服务生活方面,始终发挥着"后勤部"和"大本营"的作用。吉林油田公司矿区事业部坚持以人为本,科学规划文化建设格局,把矿区文化建设当做一门大学问来研究,当做一篇大文章来谋划,当做一项大工程来实施。充分利用各种文化资源,创新文化载体,从树立服务意识、打造员工队伍、培育社区文化、营造和谐氛围等方面,坚持文化引领,形成了独     

实践走动式管理 推进和谐矿区建设

<正>在大庆油田开发建设几十年的伟大实践中,大庆精神铁人精神是鼓舞广大员工奋勇前进、创造辉煌的不竭动力和强大精神支柱。作为油田的后勤部和大本营,大庆油田矿区服务事业部在大庆油田创造永续辉煌、构建和谐矿区的重要历史节点上,大力弘扬"三个面向、五到现场"的优良传统,深入推行走动式管理,通过领导示范走、制度约束走、双向互动     

建立群众路线教育实践活动实施机制

塔里木油田矿区在开展党的群众路线教育实践活动中,秉承“以人为本,真情服务”理念,始终坚持把“服务好员工群众”作为工作的出发点和落脚点,这与党的“从群众中来,到群众中去”的群众路线是完全一致的,目的都是为了解决好员工群众关注的热点、难点问题,维护好员工群众的根本利益,让科学发展成果更多更好地惠及全体员工群众。为此,矿区事业部准确把握群众路线活动目标、任务与要求之间的内在联系,建立健全活动实施机制,提升矿区管理与服务水平,助推企业科学发展。     

建立矿区物业服务满意度测评模型的探索与实践

建立服务质量满意度测评体系对基地物业管理进行测量和考核,可以有效地规范物业服务行为,查找物业服务单位在服务质量管理工作中存在的薄弱环节,增强物业服务人员的服务意识,提高服务技能,增进物业服务单位和居民用户之间的沟通与交流。通过建立质量管理体系,规范服务质量满意测评,启用满意度测评体系,建立物业服务满意度测评模型。并将测评模型在东方地球物理公司矿区服务事业部所属基地院区调研、建立和实施,有效地提高服务质量,促进管理服务水平的持续提升。     

培育班组家园文化的有效途径

班组文化是企业文化的缩影,搞好班组文化将对企业文化建设起到促进和提高作用。近年来,大庆油田矿区服务事业部物业管理一公司实施的细胞工程、理念早课、典型引路、岗位培训和“爱抚管理”,为进一步强化班组文化建设搭建有效载体,形成了独具特色的家园文化,基层班组通过服务直接向用户展示产品形象,扩大了社会美誉度,提高了企业信誉度。     

录井企业顾客满意度测评体系建立和实施

为了提高企业市场竞争能力,渤海钻探工程公司开展了录井服务质量满意度测评。通过建立顾客满意度测评体系,实施顾客满意度测评,将顾客的反馈信息和意见进行统计分析,把顾客的期望应用在公司服务质量方面的改进。通过进行测评实施,总结了顾客满意度测评的经验,从而达到了持续改进服务质量的目的,实现了增强企业的市场竞争能力和企业盈利能力。     

基于因子分析的卷烟物流终端客户满意度研究

改善卷烟物流服务质量是提高终端客户满意度、增强烟草企业综合竞争力的有效途径。通过对A省卷烟配送中心业务流程所涉及的23项物流服务性指标进行因子分析,明确界定出接纳订单措施、订单完成措施等影响终端客户满意度的主要因子,进而基于对货源分配不合理、卷烟交接不规范、投诉机制不健全等导致终端客户满意度偏低的具体原因的深层次挖掘,提出推行战略配货、加强"服务客户"培训、拓展投诉渠道等提高卷烟终端客户物流服务质量的建议,以期提升A省卷烟终端客户的满意度。     

Incorporating human resource management initiatives into customer services: Empirical evidence from Chinese manufacturing firms

The existing operations management literature has extensively investigated the associations between customer satisfaction and firm performance. However, how to improve customer satisfaction through employee empowerment, service reward, and service training has rarely been investigated. In this research, we tied human resource and service operations management to each other and examined the relationships among employee empowerment, service reward, service training, employee satisfaction, customer service and customer satisfaction based on empirical study of 214 Chinese manufacturing companies. Using structural equation modeling, we found that both employee empowerment and service training have significant impacts on employee satisfaction and customer service, while service reward only has significant impact on customer service. We also found that both employee satisfaction and customer service have significant impact on customer satisfaction. However, the impact of employee satisfaction on customer service is insignificant. The findings suggest that employee empowerment, service reward and service training are important considerations for operations managers to boost employee satisfaction and customer service, which in turn improve customer satisfaction. We provide empirical evidence that employee empowerment, service reward and service training play significant roles in increasing customer satisfaction in the context of manufacturing businesses.     

油田物资供应部门顾客满意度评价指标体系的构建

构建评价指标体系是顾客满意度测评的基础,文章针对油田生产建设单位对产品实体质量和供应服务质量的要求,构建了物资供应部门顾客满意指标体系,并通过实例提出满意度测评结果分析和改进方法.     

Determinants of Relationship Quality and Loyalty in Personalized Services

The study adopts a relationship perspective to examine and better understand customers' interactions with service firms' contact personnel, physical environment and customer environment and their influence on the relationship quality, that is trust and satisfaction, and consequently loyalty. The conceptual model, which integrates relational and evaluative perspectives, is validated in the Asian context of personalized service through findings from a survey of 325 respondents. The findings at the aggregate level indicate that while the physical environment is an important determinant of both trust and satisfaction in personalized service encounters, the customer environment influences only satisfaction but not trust. Service contact personnel's friendliness and knowledge of customers strongly influence relationship quality; while expertise, similarity and disclosure influence trust but not satisfaction. Both relationship trust and satisfaction were found to significantly influence loyalty to the service provider. At the disaggregate level, trust was found to be a stronger predictor of loyalty for high-end service providers while satisfaction was a stronger predictor of loyalty for low-end service providers. The implications for high-end and low-end service providers to enhance loyalty by strategically leveraging on key customer-firm antecedents of relationship trust and satisfaction are discussed.     

基于客户满意和业务流程的供电服务综合评价研究

对目前供电公司内部工作质量考核和客户满意测评现状及存在问题进行剖析;根据供电服务整个业务流程,从时限、质量、环境等不同角度对供电服务的综合评价进行了深入研究,提出了基于客户满意和业务流程的供电服务综合评价的总体框架,重点对如何实施内部评价和外部评价进行了论述,并指出了在综合评价中应注意的事项。     

树立全面质量管理观提高供电服务质量满意度

供电服务质量是电力客户对供电服务质量的预期同其实际感受的供电服务水平或体验质量的对比,它由服务的产出质量-电能质量与服务过程质量两方面构成,树立全面质量管理观,提高供电服务质量客户满意度,要求供电企业注意服务质量管理的全员参与性与全过程性,加强企业服务文化建设,激励员工参与和受教育以及建立健全供电服务的质量监督体系。     

我国成品油销售企业顾客满意战略研究

论述了在新形势下，成品油销售企业应实施顾客满意战略，以质量、服务、品牌、信誉等综合手段为着力点，全面整合优化企业内外资源，提高顾客资产经营效率，不断增强人世后我国成品油销售企业的整体竞争力。我国成品油销售企业顾客满意战略可以从横向和纵向两个角度来看，横向由理念满意、行为满意、视听满意、产品满意、服务满意和情感满意等六大系统构成，纵向由物质满意、精神满意和社会满意三个层次组成。     

The roles of service encounters, service value, and job satisfaction in achieving customer satisfaction in business relationships

Along with variables like the service process, perceived service value and customer satisfaction, job satisfaction of service employees plays a vital role in customer evaluation of service result. However, there has been little in-depth research into the nature of this relation, in particular in the context of B2B relations. In the sphere of an organization providing financial intermediation services to the banking sector and on the basis of a literature review, hypotheses are developed which establish the mediator role of service value and the moderator role of job satisfaction of service employees when delimiting customer satisfaction. Reliability and validity analysis give satisfactory results and our conclusions establish firstly that service encounter directly and significantly affects perceived service value which is the final antecedent to customer satisfaction and secondly, that the level of employment satisfaction moderates its effect on service value.     

Customer attitudes of stayers and defectors in B2B services: Are they really different?

Identifying attitudinal differences between stayers and defectors is important in establishing a deeper understanding of customer satisfaction and loyalty research. Both managers and academics often use global customer attitudes, such as customer satisfaction and behavioral intentions, as determinants of customer loyalty. The implicit assumption is that customer satisfaction and/or behavioral intentions are valid, and accurate, predictors of actual loyalty behaviors. This study compares customer attitudes of stayers and defectors in B2B services using respondents (primary decision makers) from a Fortune 100 company. The results show that the commonly used customer metrics of service quality, satisfaction, and behavioral intentions have some differences between stayers and defectors. However, these metrics are shown to be relatively weak differentiators of actual customer defection. The stayers and defectors are much more similar, than different, on most metrics. The most notable difference is price perceptions, where defectors appear to be more price sensitive than stayers. These findings have significant implications for the design and use of customer-focused research by managers.