Managing overall service quality in customer care centers

Abstract

Purpose This paper aims to clarify the interdependencies among three main stakeholder groups and to show how to manage overall service quality in customer care centers. Design/methodology/approach A framework of the relations among the target groups of a customer care center was developed. A survey methodology with a 360° approach that encompasses top management, employees and final customers as three main target groups was conducted. The sample incorporates 58 customer care centers and seven industries in Germany and Austria. Besides the management interviews, we received 1,580 completed questionnaires by employees, and 2,010 completed questionnaires by customers. Multiple regression analysis was applied on multi‐item measurement scales of the three different levels. Findings We were able to show that employee satisfaction is the main factor for driving customer orientation. Further management efforts resulting in employee orientation will facilitate the job of employees and increase employee loyalty. Research limitations/implications Only 16 customer care centers participated in all three parts of the study. Practical implications Companies should consider the needs of their employees and possibly initiate measures to foster employee satisfaction. A strict quality orientation could signal a low level of trust toward the employees. It is essential that firms invest in their employees and apply an employee‐oriented management style. Originality/value The study encompasses three relevant stakeholder groups on a broad empirical base, which is unique until now in the research field of customer care centers. Interdependencies among the three perspectives could be revealed.

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