MBA Project Report on Internal Customer Satisfaction
MBA Project Report on Internal Customer Satisfaction
Abstract
Identifies two empirically derived internal customer support measures used to assess team effectiveness. It is based on responses from 465 individuals representing 150 internal customer teams. The expected (self) ratings of members of internal intact work teams were higher than the actual (internal customer) ratings. The findings show that team members overestimate their team's performance when compared to ratings from internal customers.
Introduction
In highly competitive markets, businesses must provide goods and services that satisfy and retain customers. Satisfied customers return to those who helped them, while dissatisfied customers go elsewhere. Customer retention is critical to business survival (Jones and Sasser, 1995). Thus, organizations must create demand for their goods and services through excellent customer service.
Conclusion
The findings support the need for internal customer service assessment. Self-rating bias has been found in studies comparing leaders' perceptions with subordinates' assessments (Bass and Avolio, 1988; Birnbaum, 1986; Nanko, 1981). Gilbert (1990) found significant differences between expected and actual performance ratings of observed employees by their supervisors and project leaders.
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