任重道远:从基本公共服务供给看新型城镇化

随着新型城镇化阶段的到来,基本公共服务作为实现新时期社会公平与正义,保障民生与民权的重要内容登上历史舞台。从逻辑上看,基本公共服务供给水平与城镇化水平之间存在相互促进与制约关系,但实际情况表明:全国有超过半数的省、直辖市基本公共服务供给与城镇化水平脱节;以江苏省13个地级市为例,10年来基本公共服务的供给水平并没有因为新型城镇化发展阶段的到来而稳步上升,却出现了与城镇化率明显的错位不协调与梯度差异,违背了新型城镇化的发展目标。面临着前所未有的机遇与挑战,新型城镇化的发展序幕刚刚拉开,任重而道远。     

The influence of service orientation discrepancy between managers and employees on employees’ affective outcomes

This study attempted to relate service orientation discrepancy (SOD) between employees and managers to employees’ affective reactions [role conflict (RC), role ambiguity (RA), job satisfaction (JS), and organizational commitment (OC)] in the restaurant industry. The findings of the study indicate that there is a SOD between managers and employees; employees saw themselves as more enthusiastic and less bureaucratic than managers. When this SOD was correlated with employee outcomes such as RC, RA, JS, and OC, the results indicated that SOD had a direct effect on RC, JS and OC. SOD also had indirect effects on JS, and OC through RC and RA. RC had a direct effect on JS and an indirect effect on OC. RA had a direct effect on JS. Finally, JS had a direct effect on OC.     

Why do customers switch? More satiated or less satisfied

This study investigated whether restaurant customers switch to other restaurants due to satiation or diminished satisfaction. To achieve its objectives, this study extended well-known relationships among perceived quality, satisfaction, and behavioral intentions by including satiation and further examined the role of satiation on switching intentions. The results of this study showed that satiation was negatively associated with satisfaction but differed from diminished satisfaction. Further, the study results endorsed that satiation significantly influenced switching intentions, whereas satisfaction did not. This supports that customers switch to other restaurants not because they are less satisfied but because they are satiated. Regarding the relationship between perceived quality and satiation, service quality and food quality considerably reduced satiation levels, whereas physical surroundings were associated with an increase in satiation. In addition, satiation fully mediated the relationship between perceived quality and switching intentions, which emphasizes the importance of satiation in customer switching intentions. Findings and implications are provided in the main body of this paper.     

Antecedents of mandatory customer participation in service encounters: An empirical study

The literature on service quality and customer loyalty has long focused on enhancing the work of service providers. This study examined “the other side of the coin” in service co-production or value co-creation in service encounters by investigating how service providers might take a proactive approach to building relationships based on mandatory customer participation (MCP). The research evaluated how such antecedents as role clarity, self-efficacy, purchase importance, and servicescape could influence MCP. Path analysis revealed that these four factors significantly influenced different dimensions of MCP; which in turn had a significant impact on customer loyalty. Using these insights, managers could develop a strategic approach to managing customer roles in the service delivery process. This study adds to the body of knowledge on service quality by demonstrating empirically the determinants and structure of MCP and their relationships with customer loyalty in service co-production processes in a hospitality setting.     

Procedural justice,ethical climate and service outcomes in restaurants

The literature suggests that ethical climate may actually contribute to organizational success by enhancing employee performance. Ethical climate is considered to be highly relevant to the hospitality industry, since it enhances service-providers’ contact with customers. This study reinforces previous researches by exploring the relationships between ethical climate, service, and customer satisfaction in restaurants. We have also examined the relationship between ethical climate and the fair treatment of employees by an organization. The study was conducted in 20 restaurants, with 171 employees and 103 customers. Data were obtained from employees, customers, and “mystery shoppers”. As expected, ethical climate was found to be related to service performance which, in turn, was found to fully mediate the relationship of ethical climate with customer satisfaction. Ethical climate was also found to correlate positively with procedural justice. Our results indicate the benefits of the ethical message conveyed through consistent managerial practices in service organizations.     

Service quality and customer satisfaction: The moderating effects of hotel star rating

This research contributes to customer satisfaction knowledge with regard to accommodation in South Africa whose star grading differs. A multi-group analysis and an importance-performance map analysis by means of PLS-SEM allow us to differentiate between service quality performance scores and their influences on customer satisfaction across accommodation with a different star grading. The two most important predictors of satisfaction with one-star and two-star category accommodation are the accommodation infrastructure and the employee expertise. Both predictors were found to have relatively low levels of performance. Safety and security and room quality are two significant determinants of satisfaction with three-star establishments, although they under-perform with regard to safety and security. In respect of four-star and five-star accommodation, waiting time and customer interaction, both of which have above average performance scores, influence customer satisfaction. We provide specific guidelines for managerial interventions to improve service quality and guests’ satisfaction for each grading category.     

Hospitality aesthetic labor management: Consumers’ and prospective employees’ perspectives of hospitality brands

This research addresses a critical phenomenon in the global hospitality industry: aesthetic labor management. The study examines how frontline service employees’ managed display of aesthetics influences consumers’ (Study 1) and prospective employees’ (Study 2) brand evaluations along with other behavioral responses. Study 1 revealed that consumers’ perceived aesthetic labor fit regarding employees’ static appearance and performative mannerisms can lead to positive brand evaluations and customer-based brand equity via the mechanism of conceptual fluency. Study 2 found, via the same mechanism, that prospective employees’ perceived aesthetic labor fit of performative mannerisms—but not static appearance—can lead to positive brand evaluations, perceived value fit with the organization, and intentions to join the organization. Theoretical implications, practical recommendations, study limitations, and suggestions for future research are provided on the basis of these findings.     

The managerial implications of an analysis of tourist profiles and international hotel employee service attitude

Numerous studies indicate that customer satisfaction is closely related to hotel employees’ service attitude, and that distinct segments of a target tourist market require distinct customer service emphases. The enclosed study finds, for example, that Taiwanese tourists generally appreciate friendliness and enthusiasm, Japanese tourists admire courteousness and propriety, and American tourists value immediacy and efficiency. Marketers and personnel managers are therefore well advised to develop training strategies emphasizing empathy, gracious problem solving, and prompt individual attention for Taiwanese, Japanese, and American tourists, respectively. Importance–performance analysis (IPA) can be used to identify crucial aspects of appropriate service and recommend managerial strategies to support their implementation.     

The impact of IT-enabled customer service systems on service personalization,customer service perceptions,and hotel performance

Customer service is a critical element of a hotel's strategy and an important lever for differentiation of the hotel's offer. Over the last two decades, information systems have contributed to the transformation of customer interactions, enabling an unprecedented scale and scope of service personalization in the tourism industry. This paper reports the results of a mixed method study in a hotel that offers three contributions to the development and refinement of IT-enabled service personalization theory. It explores the role of signifiers in the design of customer service systems, showing that they significantly increase customer preference elicitation during the learning phase of the service personalization process. It then demonstrates that improved preference elicitation translates into higher customer service evaluations and value perceptions of the hotel. Finally, our study shows that IT-enabled service personalization creates financial benefits for the hotel via revenue share-shift from costly intermediated to direct distribution channels.     

The customer consequences of returns in online retailing: An empirical analysis

Pressure continues to build on the operations management function to facilitate system and firm level benefits. In the online marketplace, one area of growing interest is that of product returns. Though commonly viewed as a cost center from an operations perspective, operations’ actions have the potential to strongly influence future customer buying behavior in several ways. Using an archival database of actual purchase and returns history provided by a moderately sized online retailer, this study examines the relationship between a customer's experience of product returns, and subsequent shopping behavior. Employing transaction cost, consumer risk, and procedural justice theories, we demonstrate that the returns management process, rather than being regarded as an afterthought to the production and deployment of goods, can significantly and positively influence repurchase behavior. Additionally, we provide evidence that certain customers should be considered for prioritization in the returns process. We suggest ways through which operations managers can take care in discharging their responsibilities in this area – to make returns processing more than simply a “necessary cost of doing business” rather, using it to their advantage in engendering repeat and increased purchase behavior.