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Unformatted text preview: ty to adapt to the customer’s recovery needs (Tax et al 1998).
Interactional justice is defined by Hoffman and Kelley (2000) as “the manner in
which the service recovery process is implemented and the way recovery outcomes are
presented”. It has been operationalised by the social aspects of interaction: courtesy and
politeness exhibited by personnel, empathy, effort observed in resolving the situation and
the firm’s willingness to provide an explanation as to why the harmful situation occurred
(Blodgett et al 1997, Tax et al 1998). 5 507-153-1
The hierarchical importance of the components of justice was not subject of
unanimity in the academic environment. The study of Chi kin et al. (2003) takes an
integrative approach by incorporating perceived justice within the expectationdisconfirmation process. Specifically, they measure both recovery expectations and
perceived performance in terms of perceived justice and treat these equity-based
measures as constructs in the expectancy-disconfirmation framework.
These actions aim to maintain a durable relationship between the service provider
and the customer. The most cited model in the investigation of the link between
complaint management and relationship marketing is the one of Tax, Brown and
Chandreahekaen (1998). Accordingly, satisfaction with service recovery mediates the
relation between the components of the perceived justice, the attitudes and the postcomplaint behaviour that play a crucial role in the maintenance and the development of
the relationship. When dissatisfaction with complaint management increases, the trust
and the consumer's commitment to the enterprise decrease. This relation is curbed by the
previous experience with the company. The consumer's dissatisfaction caused by the non
quality of complaint management damages relationships more seriously when the
experience is positive and the expectation is raised. In the opposite case the relation is
Hoffman and Kelleys (2000) proposed a conceptual framework apprehending the
effectiveness of recovery strategies in terms of repurchase intention, loyalty and
commitment, trust and W.O.M intentions. A particular attention is paid to the moderator
variables susceptible to influence consumer evaluation of service recovery based on
perceived justice. These variables are split into two groups: service characteristics
(degree of customization, proximity of the relationship and duration of encounter) and
customer characteristics (the depth of the relationship, switching cost, and criticality of
consumption). II. The process of complaints management in the bank:
While considerable progress has been made in the area of service recovery, less
emphasis has been placed on the means by which customer complaints are processed.
Such neglect has rendered organizations vulnerable to the potential responses of
complainants. 6 507-153-1
Based on the studies of Gilly, William and Laura (1991); Mitchell (1993), Tax
and Brown (1998); and Hermel (2006), the analysis of the bank complaint management
reveals a process of five phases: (1) reception of complaint, (2) selection of complaint,
(3) analysis of complaint, (4) formulation of reply and (5) track of trends and use of
information to improve service process. This process reflect the two types of control
proposed by Vanderleest and Borna (1988, p 16). Step 1, 2, 3, and 4 show the “on going
complaint control” which involves continual monitoring of the complaint process to
ensure that claims are handled in accordance with written policy) and step 5 show the
“strategic complaint control” which entails a critical review of the entire complaint
programme on a regular basis, e.g yearly.
1. Reception of the complaint:
The service in charge of treatment of complaints receives the written complaints from top
management because letters are addressed to the general manager. A delivery notice is
sent to the customer to inform him of the reception of the complaint and of the
investigations that are in process. Mitchell (1993) and Vanderleest and Borna (1988)
affirm that prompt acknowledgement to a complaint actually decreases the level of
anxiety experienced by the complainant and reassures the consumer that complaint has
actually been received. Best practices revealed that inconvenient processes are based on
the principle that “the customer is always wrong” (Tax and Brown 1998, pp 81).
2. Selection of complaint:
The first task is the qualification of the level of treatment to be carried out. Complaints
of level 1 are solved within the service itself while those of level 2 are transmitted to the
service concerned with the complaint (production, total management of the risks,
electronic money, accountancy, general, legal and tax problems, account and contentious
issues, foreign issues, treasury portfolio and compensation, control, etc.).
3. Analysis of complaint:
The complaint, once col...
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This note was uploaded on 01/06/2013 for the course ECON 232 taught by Professor Anonymous during the Spring '12 term at Alaska Pacific University.
- Spring '12