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Motivating employees

Motivating employees Outlines the policies of the Canadian Imperial Bank of Commerce in creating an organization in which its 48,000 employees are customer obsessed. Discusses participation in servicequality teams, highlighting their structure and practices, leadership and commitment to the scheme, communication and training, measurement and tracking and reward and recognition. Suggests four priority areas which emerge as critical requirements to building a sustained service improvement strategy through teams ownership, leadership, employee satisfaction and focus. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managing Service Quality Emerald Publishing

Motivating employees

Managing Service Quality , Volume 2 (5): 3 – May 1, 1992

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0960-4529
DOI
10.1108/09604529210029470
Publisher site
See Article on Publisher Site

Abstract

Outlines the policies of the Canadian Imperial Bank of Commerce in creating an organization in which its 48,000 employees are customer obsessed. Discusses participation in servicequality teams, highlighting their structure and practices, leadership and commitment to the scheme, communication and training, measurement and tracking and reward and recognition. Suggests four priority areas which emerge as critical requirements to building a sustained service improvement strategy through teams ownership, leadership, employee satisfaction and focus.

Journal

Managing Service QualityEmerald Publishing

Published: May 1, 1992

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