| Abstract: | Programmes designed to strengthen customer orientation among front-line service workers represent one of the most common forms of culture change initiatives within service organizations. Despite their importance to contemporary management theory and practice, we know relatively little about how employees react to interventions of this kind, and why they react as they do. The paper aims to address this gap in the literature. It does this through an analysis of front line reactions to a major customer care initiative in one of the largest supermarket chains in the UK. Using data from a large-scale employee survey carried out in seven stores, we first propose a general typology of employee responses to customer care programmes. We then examine some typical employee profiles associated with the main types of response. The analysis is placed within a wider theoretical context consisting of a critical overview of the main theories which might help explain the nature of general and individual reactions to culture change programmes. To this end, we address and draw upon a variety of literatures and debates linked to various aspects of organization and management, industrial psychology, training and development and critical discourse analysis. |
