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Spatially dispersed employee recovery: An airline case study
Affiliation:1. Department of International Economics and Management, Copenhagen Business School, Porcelaenshaven 24B, 3rd Floor, 2000 Frederiksberg, Denmark;2. Copenhagen Business School, Edlingerstrasse 26, 81543 Munich, Germany;1. Korea Information Society Development Institute (KISDI), Republic of Korea;2. Naveen Jindal School of Management at the University of Texas at Dallas, United States;2. Memorial Hospital, Colorado Springs, Colorado;1. Department of Radiation Oncology, University of California Los Angeles, David Geffen School of Medicine, Los Angeles, CA;2. Departments of Radiology, Urology, and Surgery, University of California Los Angeles, David Geffen School of Medicine, Los Angeles, CA;3. Department of Radiation Oncology, Samuel Oschin Cancer Center, Cedars-Sinai Medical Center, Los Angeles, CA;1. School of Psychology, Shaanxi Normal University, Xi’an, Shaanxi 710062, China;2. Shaanxi Provincial Key Laboratory of Behavior and Cognitive Neuroscience, Xi’an, Shaanxi 710062, China;3. Flight Department, China Eastern Airline Ltd. Anhui Branch, Hefei, Anhui 230031, China
Abstract:Employee recovery addresses either employee well-being or management's practices in aiding employees in recovering themselves following a service failure. This paper surveys the cabin crew at a small, European, low-cost carrier and investigates employees' perceptions of management practices to aid personnel achieve service recovery. Employee recovery within service research often focuses on front-line employees that work in a fixed location, however a contribution to the field is made by investigating the recovery of spatially dispersed personnel, such as operational personnel in the transport sector, who have a work place away from a fixed or central location and have minimal management contact. Results suggest that the support employees receive from management, such as recognition, information sharing, training, and strategic awareness are all important for spatially dispersed front-line employees' satisfaction with management's actions and overall employee recovery.
Keywords:Service recovery  Service failure  MCSQ  Employee recovery  Low-cost carriers  Spatially dispersed employees
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