高接触服务业是指服务人员和客户在较长时间内有密切直接互动的行业。高接触的服务环境具有较长的通信时间、对通信的理解和交换信息的丰富性。本文研究了高接触服务业员工满意度对企业质量和经营绩效的影响。研究了员工满意度、服务质量、顾客满意度和企业盈利能力之间的虚拟关系。员工满意度对提高高接触服务部门组织的经营绩效具有重要作用。公司的盈利能力也对员工满意度的调节作用，导致satisfaction-quality-profit周期。进行这项研究的原因是，在经营管理的研究探讨品质，客户满意度和企业绩效之间的关系，但对员工满意度对工作绩效的影响研究比较稀缺。以代表整个服务的公司，服务员工往往是甲方，因此要塑造顾客感知服务质量的本质。服务员工的工作被认为是一个“三方竞争，在组织和客户的两端，而服务人员是“夹在中间”，其中，服务员工在组织中达到生产力绩效目标，满足顾客的需求和外部质量目标是很重要的。
Keywords: high contact services, high contact service example
Summary of the Reviewed ArticleHigh-contact service industries are those in which service employees and customers have close and direct interactions for a prolonged period of time (Chase, 1981). A high-contact environment of services has the characteristics of longer communication time, understanding of communication, and richness of the information exchanged (Kellogg and Chase,1995). In this article, the impact of employee satisfaction on, quality and operational performance in high-contact service industries is investigated. The hypothesized relationships among employee satisfaction, service quality, customer satisfaction, and firm profitability are examined. Employee satisfaction plays a significant role in enhancing the operational performance of organizations in the high-contact service sector. Firm profitability has also a moderate effect on employee satisfaction, which lead to a ”satisfaction-quality-profit cycle’. The reason of conducting this research is that the research in operational management to investigate the relationships between quality, customer satisfaction and business performance has been conducted (e.g., Heim and Sinha, 2001; Balasubramanian et al., 2003; Nagar and Rajan, 2005), but research on the impact of employee satisfaction on operational performance is relatively scarce. In order to represent the whole service firm, service employees are often the first party and therefore are essential to shaping customers’ perception of service quality (e.g., Parasuraman et al., 1985; Hartline and Ferrell, 1996). Service employees’ job is considered as a ‘three-cornered fight’, in which the organization and customer are at the two ends, while service employees are ‘caught-in-the-middle’ among them, Bateson (1985). It is important for service employees to meet the target of productivity performance in the organization and to fulfill customers’ needs and external quality goals.
