HRM and service fairness: How being fair with employees spills over to customers

HRM and service fairness: How being fair with employees spills over to customers Managing fairly has positive repercussions for both employeesand customers. HRM and Service Fairness: How Being Fai Employees Spills Customers DAVID E. BOWEN STEPHEN w! GILLILAND For 20 yeurs, Charlie, a baggage handler, was an asset to his airline. Callous rule changes and harsh supervisoy treatment, however, led him to covertly retaliate. For months, he carefully evened the score by tearing off a few baggage tags each shift. Each missing tag caused the airline both service headaches and lost dollars. Denise, a Midwestern lawyer, was new to town. She purchased new shoesfrom an upscale department store, but a seam split immediately. She was pleasantly surprised by the gracious return policy. The salesperson said it wasn’t fair that she had to take time from her schedule to return the shoes. The salesperson also gave her a 25% discount coupon for her next purchase. Denise has been a loyal customer ever since, telling this story of quality service many times and evening the score in her own way. - “The Fairness Factor” from Quality Progress, June 1994 e all want to be treated fairly, both as employees and customers. Aristotle, long w ago, suggested that humans possess a need for justice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organizational Dynamics Elsevier

HRM and service fairness: How being fair with employees spills over to customers

Organizational Dynamics, Volume 27 (3)

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Publisher
Elsevier
Copyright
Copyright © 1999 Elsevier Ltd
ISSN
0090-2616
D.O.I.
10.1016/S0090-2616(99)90018-9
Publisher site
See Article on Publisher Site

Abstract

Managing fairly has positive repercussions for both employeesand customers. HRM and Service Fairness: How Being Fai Employees Spills Customers DAVID E. BOWEN STEPHEN w! GILLILAND For 20 yeurs, Charlie, a baggage handler, was an asset to his airline. Callous rule changes and harsh supervisoy treatment, however, led him to covertly retaliate. For months, he carefully evened the score by tearing off a few baggage tags each shift. Each missing tag caused the airline both service headaches and lost dollars. Denise, a Midwestern lawyer, was new to town. She purchased new shoesfrom an upscale department store, but a seam split immediately. She was pleasantly surprised by the gracious return policy. The salesperson said it wasn’t fair that she had to take time from her schedule to return the shoes. The salesperson also gave her a 25% discount coupon for her next purchase. Denise has been a loyal customer ever since, telling this story of quality service many times and evening the score in her own way. - “The Fairness Factor” from Quality Progress, June 1994 e all want to be treated fairly, both as employees and customers. Aristotle, long w ago, suggested that humans possess a need for justice.

Journal

Organizational DynamicsElsevier

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