Nowadays, more and more organizations agree to recognize the significance of the human dimension and Human Resource Management (HRM) equaling it in degree of importance with economic aspects.
The development of the company's human resources and their job satisfaction today becomes an inescapable necessity not only for social and technological reasons, but also for economic reasons of a production and service system that is increasingly demanding due to the competitive framework and turbulent in which it unfolds.
There is a group of models that include tools for the management of job satisfaction, although they are not exactly called that, which can be direct or indirect depending on the form of analysis of the variable “satisfaction”; based on the questioning of people through previously elaborated questionnaires, which occupy an important place in the international literature. Although from the point of view of internal customer satisfaction or job satisfaction linked to performance, little has been addressed and the research carried out in this regard is still insufficient.
The interrelation between internal customer satisfaction and job performance makes it possible to know factors that affect performance and that depend properly on job satisfaction, which have a direct impact on the external customer; Therefore, a merger between them brings with it the possibility of taking, in a timely manner, measures that contribute to the improvement of the organization.
Development
The internal client is considered as the person who seeks the satisfaction of their needs, and when achieving their objective, their motivation will become the driving force to assume responsibilities and direct their work to achieve excellent performance, meeting their personal goals. and organizational with high levels of effectiveness. All this is reflected in the satisfaction of external customers, who perceive a quality in the service and / or finished product. That is why the design and implementation of a procedure that includes internal customer satisfaction and job performance would bring substantial benefits to any organization.
The procedure shown in Figure 1 seeks to structure the steps to manage internal customer satisfaction and their performance linked to improving external customer service; making use as theoretical bases, of the systems approach to interpret human resources management, of the strategic approach of the management that combines management by objectives and strategic planning.
In addition, the methods and tools necessary for each of the stages of the implementation process are established, including: documentary review, interview, survey, group work, among others.
The selection of experts is achieved through the Delphi method and the validation of the instrument through the application of a pilot test where its reliability and validity are analyzed.
The weight calculation is obtained with the use of Kendall's concordance method for 15 experts and the customer satisfaction index through the sum of the multiplication of the weight by its valuation for each of the dimensions.
The regression analysis is carried out with the use of Statgraphics in order to observe if the dependent variables that are declared are significant in the model to be studied, using a confidence level of 99% and finally the graphic representation of the inhibiting factors is carried out based on the valuations and weights already calculated previously, located graphically on the x and y axes respectively forming a pair (x; y), with the aim of defining an order of priority to act on the dimensions, directing the actions towards those with the highest weight and lower valuation, declared as terrible.
Figure 1: Procedure to manage internal customer satisfaction
Source: self made.
This procedure was successfully implemented in an organization in the territory where the relationship between internal customer satisfaction, performance and impact on external customers was statistically verified; as well as the main factors that inhibit internal customer satisfaction.
The opinion of experts on the possibilities of application in other service-oriented organizations express that the procedure is possible to apply, and thus demonstrate its convenience and its ability to describe, explain and predict, in relation to internal customer satisfaction., their job performance, and their impact on the external customer. It is in correspondence with current trends in quality management, thus demonstrating its theoretical-practical relevance.
Conclusions
The proposed procedure for the management of internal customer satisfaction allows the improvement of Human Resources Management and its implementation in a systematic way will allow obtaining benefits in the short and long term, enhancing the positive trend of indicators related to job performance. Substantial benefits were achieved for the organization where it was applied, among which the following stand out:
- Evaluate the level of satisfaction of internal customers, their job performance and their impact on external customers. Diagnosing repeatedly and in a planned way the state of the dimensions that evaluate the work and organizational environment. Specify the existing shortcomings in the management of human resources as well as the determination of the causes and conditions that limit it. Define and implement improvement strategies at all levels and processes of the organization allowing to gradually improve the service provided to external customers, paying tribute to their loyalty. Constantly enable an environment of internal change, both from the labor and organizational point of view, being prepared to face changes in the environment.
Bibliography
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