„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

which is critical to the success of the organization. To create an exceptional serviceimprovement
process, an organization must ensure that job descriptions are written in
such a way that the playing field is defined but does not restrict employees’ judgment.
The practitioner can help management as it strives to create job descriptions that are
explicit but still provide sufficient latitude for employees to function autonomously.
The practitioner can play a particularly important role in helping employees to
understand the role of service as a competitive weapon. Employees whose work
experience has been entirely with traditional organizations may need a great deal of
encouragement. They will need reassurance that creative—and perhaps unusual or
avant-garde approaches to problem solving—are not only accepted but welcomed.
Similarly, management may need reassurance that employee creativity will lead not to
chaos but to important dividends in terms of market edge.
Finally, the practitioner must help management to assess its commitment to service.
This may necessitate a reeducation effort. For example, it may be necessary to hold
individual conferences with managers or to conduct training to ensure that managers
understand the importance of creating an empowering environment, praising employees
for doing things right, and differentiating positive and negative performance issues. It is
important that managers understand their responsibility to model legendary service
through their actions with employees. If employees see that management fails to provide
essential resources, they will conclude that it is acceptable to follow suit.
A company with a consistently promoted orientation toward legendary service is a
wonderful place to work. Its people are proud and loyal, and they like what they are
doing. Being part of such an environment is a positive experience not only for
employees but also for the HRD practitioner who helps to create it. Work is a big part of
most people’s lives, and the HRD practitioner who assists in the implementation of the
service orientation discussed in this article derives a unique satisfaction from knowing
that he or she has enhanced the work experience.
REFERENCES
Levitt, T. (1980, January-February). Marketing success through differentiation—of anything. The Harvard
Business Review, pp. 83-91.
Small, B. (1988, November). Presentation delivered at Disney Resorts, Orlando, Florida.
Technical Assistance Research Programs. (1986, March 31). Consumer complaint handling in America: An update
study, part II.
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer