Customer Satisfaction and Service: HR Manager and Senior Manager

This report delves into the critical aspects of customer satisfaction and service within a garage setting, examining the perspectives of both senior and HR managers. It explores key areas such as customer focus, emphasizing the importance of meeting and exceeding customer expectations to foster loyalty and enhance the organization's reputation. The report highlights the role of good leadership in fostering a culture of quality improvement, encouraging employee involvement, and establishing effective communication channels. It also discusses the process approach to quality management, emphasizing the optimization of systems and processes to achieve consistent outcomes. Furthermore, the report examines the management system approach, supplier relationships, and the significance of continual improvement and a factual approach to decision-making. The analysis provides insights into how these factors collectively contribute to enhancing customer experience and achieving sustained success in the garage business.

Running head: CUSTOMER SATISFACTION AND SERVICE
Customer Satisfaction and Service
Name of the Student:
Name of the University:
Author Note:

1CUSTOMER SATISFACTION AND SERVICE
Table of Contents
A. Customer Focus:.........................................................................................................................2
B. Good Leadership:........................................................................................................................3
C. Involvement of People................................................................................................................4
D. Process Approach to Quality Management:...............................................................................5
E. Management System Approach:.................................................................................................7
F. Continual Improvement:..............................................................................................................8
G. Factual Approach to Decision Making:......................................................................................9
H. Supplier Relationships:.............................................................................................................10

2CUSTOMER SATISFACTION AND SERVICE
A. Customer Focus:
Senior Manager Perspective:
The senior manager who is also the owner of the garage should have his focus on the
quality management in terms of products and services for meeting the customer requirements. He
should also ensure that the garage exceeds customer expectations thereby making sure that the
firm is able to retain and attract customer confidence along with the other interested parties. In
other words, every aspect of the customer satisfaction put forward an opportunity for creating
more value to customers. Therefore, in other words, he should make sure that the garage should
invest in resources in manner so that the customers derive the following benefits (Hoyle 2017):
 Enhanced customer satisfaction
 Enhanced customer value
 Enhanced customer loyalty and repeat business
 Enhanced organizational reputation and hence the customer base
HR Manager Perspective:
The HR manager needs to undertake actions so that the resources invested enhance the
customer experience. These actions are as follows (Evans and Lindsay 2013):
 The garage should identify their direct and indirect customers who receive
necessary value from organization
 The garage should understand the current and future needs of the customers and
their expectations
 The garage should draw a linkage between its objectives and the customer
expectations and needs

3CUSTOMER SATISFACTION AND SERVICE
 The garage should undertake planning, developing, designing, producing, support
while delivering housekeeping and cleaning services including apartments,
condos, homes, offices, schools etc.
 The garage should be in a position to monitor and measure the customer
satisfaction and take appropriate actions
 The garage should determine and take actions based on expectations and needs of
the parties that impacts customer satisfaction
 They should also involve in the managing relationships with the customers for
attaining sustained success.
B. Good Leadership:
Senior Manager Perspective:
The senior manager of the garage should encourage its employees in improving the
quality of housekeeping and cleaning service through creation of the unity of purpose, direction
and engagement of people for aligning strategies, policies, resources and processes. He also
needs to make sure that such changes are able to ensure following benefits (Oakland 2014):
 Enhanced efficiency and effectiveness in achieving the quality objectives of the garage
 Ensures better coordination of the various processes involved
 Presence of improved communication between functions and various levels of the garage
 Improvement and development of capability within organization and its people for
delivering desired outcomes
HR Manager Perspective:

4CUSTOMER SATISFACTION AND SERVICE
The HR manager should focus on undertaking necessary actions for the garage so that it
encourages the employees in improving the service quality. These actions include (Goetsch and
Davis 2014):
 Communication of mission, vision, policies, strategy and processes of the garage
 Creation and sustenance of ethical and fairness models for determination of behavior for
the employees of the garage
 By ensuring that the leaders at all levels act as a positive example to the other people
 By ensuring that people are provided with required amount of authority, training and
resources for delivering services
 Encouraging, inspiring and recognizing the contribution of the people
C. Involvement of People
Senior Manager Perspective:
The senior manager or the owner of the garage should maintain open communication
channel by involving all people at all levels while maintaining their respect as individuals. The
empowerment, recognition and competence help the people in achieving quality objectives. In
other words, it is done in a manner so that the following objectives are derived (Boys and
Wilcock 2014):
 Better understanding of quality objectives by people along with possession of
enhanced motivation for achieving them
 Better involvement of the people in the improvement activities
 Better creativity, initiatives and personal development for delivering proper
services

5CUSTOMER SATISFACTION AND SERVICE
 Improved satisfaction of the people
 Increased collaboration and trust throughout organization
 Enhanced attention towards the culture and the shared values
HR Manager Perspective:
The perspective of the HR manager in maintaining open communication channel within
the garage depends on undertaking the following actions (Ooi et al. 2013):
 By undertaking communication with the people for promoting the importance of
individual contribution
 Through promotion of collaboration throughout the organization
 Through facilitation of open discussion and sharing of experience and knowledge
 Acknowledging and recognizing the contribution, learning and improvement of
the people
 The garage should enable self evaluation of performance against personal
objectives
D. Process Approach to Quality Management:
Senior Manager Perspective:
In order to ensure the process approach to quality management, the senior manager or the
owner of the garage needs to ensure optimization of the system and its performance for deriving
the following key benefits (Ross 2017):
 Better ability of focusing on the key process and opportunities for improvement
 Adoption of a system of aligned process for predictable and consistent outcome
 Optimization of performance through management of effective process, efficient

6CUSTOMER SATISFACTION AND SERVICE
use of resources and the reduction of cross-functional barriers
HR Manager Perspective:
The process approach adopted by the HR manager for quality management of the garage
would ensure adoption of certain actions. These include (Zhu, Cordeiro and Sarkis 2013):
 The garage must be able to establish authority, accountability and responsibility for
managing processes
 The garage should remain in a position to determine resource constraints prior to any
action.
 It should be in a position to manage processes related to housekeeping and cleaning
services and their interrelations as system for efficiently and effectively achieving
quality objectives
 The garage should improve the processes through available information along with
monitoring, evaluation and analysis of overall performance of the system
 It should also set aside provision for risk management that influences the output and
the overall outcome of quality management system
E. Management System Approach:
Senior Manager Perspective:
According to the perspective of senior manager, the management system approach
followed by the garage involves identification, management and understanding of interrelated
process of communication with the customers. This is because identification of the system is
believed to contribute towards the efficiency and effectiveness of its products and services.
Although phone call have been the key channel for customer communication for introducing the

7CUSTOMER SATISFACTION AND SERVICE
service externally, nowadays, referrals, flyers, emails and various social media platforms also
plays a key role.
HR Manager Perspective:
According to the perspective of the HR manager, the methods used for communication
with customer needs to be aligned with the complimentary process for getting better efficiency
(Scott 2015) in service. This involves undertaking of certain actions for ensuring effective
customer communication. These include:
 The service provided by the garage needs to create first time impression
 The services put forward should have minimum hold times
 The garage should prioritize any customer service call that prefers to avail its
service
F. Continual Improvement:
Senior Manager Perspective:
According to the senior manager, in order to interact with the customers, the garage must
contribute in ensuring continual improvement through its products and services although it has
its own strengths and weakness. Some of the strengths and weakness of customer interaction are
as follows (Fonseca 2015):
Strengths:
 Interaction with the customers with lead to improvement in the capabilities of the garage,
its service performance and customer satisfaction

8CUSTOMER SATISFACTION AND SERVICE
 It leads to enhanced focus on the determination and performance of the root cause
followed by corrective actions
 It leads to the enhanced ability of anticipation and reaction to the internal and the external
opportunities and risk
 It leads to breakthrough and incremental improvement
 It leads to an enhanced drive for the innovation
Weakness:
 Interaction with the customers leads to mismanagement of the customer expectations
 It might lead to failure of undertaking a thorough research of the problem
 It also leads to the choice of the wrong side
HR Manager Perspective:
According to the perspective of the HR manager, the garage might attain various
strengths and weakness related to interaction with customers. Some of the strengths and
weakness include (Psomas, Pantouvakis and Kafetzopoulos 2013):
Strength:
 Helps in the establishment of improved objectives
 Ensures training and educating people on the application of the basic methodologies and
tools for the achievement of improved objectives at all levels
 It encourages the garage in the development and deployment of process for
implementation of improved projects

9CUSTOMER SATISFACTION AND SERVICE
Weakness:
 The garage might experience loss of tracking, reviewing, auditing, completion,
implementation of the improved projects
 Integration of improved considerations into development of newer and modified,
process, goods and services may not always be possible
 Leads to ignoring the need for acknowledging and recognizing improvement
G. Factual Approach to Decision Making:
Senior Manager Perspective:
According to the senior manager, the garage while responding to customers should
include evidence, facts and data analysis so that they are able to attain the following benefits
(Manders, Vries and Blind 2016). Any negative information must be avoided while responding
to the customer. Some of the benefits experience by the garage includes:
 The garage experiences an improved process of decision making
 Improved assessment of service performance and ability of achieving the objectives
 Improved operational efficiency and effectiveness in delivering cleaning and
housekeeping services
 Enhanced ability of reviewing, challenging and changing the decision and opinions
HR Manager Perspective:
According to the HR manager, response to the customers involves inclusion of the
following information. The HR manager while interaction however leaves out information that
might have a negative impact on the customers. Some of the information includes:

10CUSTOMER SATISFACTION AND SERVICE
 Describing the products, services and strategies of the garage
 Informing them about how the garage focuses on the outcome of the service provided
 Informing them about the brand promise in relation to repair, replace, housekeeping and
cleaning service
H. Supplier Relationships:
Senior Manager Perspective:
According to the senior manager, the garage maintains a mutually beneficial supplier
relationship that helps in ensuring on-time deliveries. On -time delivery of suppliers is ensured
through proper collaboration and communication (Laosirihongthong, Teh and Adebanjo 2013).
However, the customers can be satisfied through the following steps:
 Through continuous exchange of information for improvement of quality of product or
service
 Through performance of business activities including production, procurement and
inventory planning
 A well-managed supply chain will help the garage in providing stable flow of not only
the services but also goods.
HR Manager Perspective:
According to HR perspective, the suppliers of a garage can ensure on time delivery along
with customer satisfaction by adopting the following steps (Jain and Ahuja 2013):
 Through optimization of resources and cost
 Through building and improving long-term relationships with owners of the garage
 Through flexibility of joint responses towards changing customer or market expectations

11CUSTOMER SATISFACTION AND SERVICE
and need