Employee commitment model

Zeithaml et al. (1990) proposes five attributes of quality service, including reliability, empathy, assurance, responsiveness, and tangibles. By comparing customer perceptions with expectations in these areas, the model provides a two-part measure of perceived quality that links back to market segmentation relative to different service expectations. Whatever measures are used, measurement and evaluation are necessary to establish bases for improvement. The initial fix of a customer commitment failure is really just a temporary fix to keep customers satisfied. Once good data is available, employees can effectively identify and address the retd problems behind commitment failures. 

Although OSHA does not require a written safety and health program, they strongly encourage it. In fact, they demonstrate a model program that emphasizes management commitment and employee involvement. 

The motivation and commitment of employees has been sustained by the role model provided by the General Manager, a process that has delivered short term wins and the presence of an effective system that recognizes and rewards performance. In addition the involvement of management in a mentorship role when coupled with the formal and informal training opportunities presented to employees has helped overcome what Schein (2002) has described as the anxiety of failure which is often associated with organizational change. 

The investment of resources by Schott and its employees to produce the Schott Series is, as already stated, necessary for the interdisciplinary dialogue and collaboration that are traditional at Schott. A model we still find exemplary today of a fruitful dialogue between fundamental research, glass research, and glass manufacture was achieved in the collaboration of Ernst Abbe, Otto Schott, and Carl Zeiss. It resulted in the manufacture of optical microscopes that realized in practice the maximum theoretically achievable resolution. It was especially such experiences that shaped the formulation of the founding statute of the Carl Zeiss Foundation, and the initiative for the Schott Series is in accord with the commitment expressed in the founding statute to promote methodical scientific studies . 

Figure 7.3 illustrates a positive and proactive behavior-based model. I do not recommend this instead of the corrective action approach depicted in Figure 7.1. A complete behavior-based process should target both what is right and wrong about a particular work routine, but, again, more employees will participate with a positive attitude and remain committed over time if there is more recognition of achievements than correction of failures.

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