| 摘要: | 航空加速了產業全球化的進程，服務產業亦在各地形成了分支機構。此時，唯有憑藉服務人員能在各個分支，傳遞更好的服務才能脫穎而出。而服務組織最常利用內部服務品質和工作標準化促使員工能產生工作滿意，形成顧客導向的認知，以符合顧客滿意。然而，分支機構的服務人員卻無法像在總部工作人員一樣，能獲得來自總部單位的即時回應與督導。因此，要如何建立內部服務品質和工作標準化在分支環境的影響力，此時工作場所中的主管與同事形成了僅存可能的重要支持，故在此提出分支機構的服務人員是有別於與總部單位一起工作的服務人員，是更需要一同工作的主管與同事支持來穩定工作滿意，進而引領出更高程度的顧客導向，帶來顧客滿意回應的重要性。利用與組織單位區隔最為分明的空服員為樣本，評估對內部服務品質、工作標準化、主管與同事支持、工作滿意與顧客導向的認知，並藉由顧客滿意的直接回應，驗證此模型變數間的因果關係。用以台灣兩家最主要的全服務航空公司(Full Service Airlines, FSA)空服員以及當班次搭機旅客為測試對象，有效問卷為392份，其回收率為87.2%。
本研究透過描述性統計、信度分析、驗證性因素分析、相關分析與結構方程模式進行。其研究結果顯示，在分支機構中內部服務品質和工作標準化皆可直接或間接透過主管與同事的支持影響工作滿意，又透過工作滿意進而更強化了顧客導向的認知，亦帶來了顧客滿意。而內部服務品質須在分支環境中被提升；工作標準化則對同事比主管支持有較高的影響；主管與同事的支持則是在分支機構極為重要的中介因素。即以此維繫工作滿意在分支環境中穩定地發展，並從直接的顧客滿意回應中，確立此分支機構顧客導向模式的建立，並以此提出未來研究方向與管理實務的建議。
Aviation accelerated industrial globalization leading to service industries branches establishment to provide service global-wide. Fierce competition was an inevitable result. Therefore, Organizations have to rely on its strong front-line employees in every branch to render better service quality in order to succeed. This research propose internal service quality (ISQ) and job standardization in organizations so that job satisfaction can be achieved and perception of customer orientation can be formed to satisfy customer satisfaction. However, unlike employees working at headquarters, branch employees do not have access to timely responses and supervision from the managing unit. Therefore, how to establish ISQ and job standardization at branches may likely to rely solely on supervisor and co-worker and formed an important support on job satisfaction, and then higher level of customer orientation is generated which leads directly was to customer satisfaction. In this study, flight attendants’ working offsite as a sample to measure the perception of ISQ, job standardization, supervisor and co-worker support, job satisfaction and customer orientation as well as satisfaction from customer to verify the causal relationships. The research subjects of this study were flight attendants and passengers from 2 major full-service Taiwanese airlines. Effective questionnaires totaled 392 with overall response rate 87.2%.
Descriptive statistics, reliability analysis, confirmatory factor analysis (CFA), canonical analysis, and structural equation modeling (SEM) were employed for data analysis. Research results indicated that ISQ and job standardization in branches may, directly or indirectly, affect job satisfaction through supervisor and co-worker support. Job satisfaction will in turn strengthen front-line employees’ perception in customer orientation and bring customer satisfaction. The study showed ISQ must be raised in branch environments, and job standardization had a higher impact on co-worker support than on supervisor support; whereas, the supervisor and co-worker support became important mediators in branches and formed a more stable linkage to job satisfaction. Based on these findings, a customer-oriented model was established for the branches, and a number of suggestions on theory and managerial implementation were provided herein. |
