This thesis is submitted in partial fulfillment of the requirements for the Master of Business Administration degree. Help with pump selection Greetings and welcome Oil and water check Windshield cleaning Ashtray cleaning Toilets. This attitudinal study is intended to show that the Caltex training program of frontline staff will have a positive impact on customer satisfaction levels.
Introduction
And in an organization like Caltex, spread as it is in over 180 countries, the expertise of individuals in their respective countries could be a critical deciding factor in making the right decisions. Businesses in the past and in the future have always survived and prospered with the right relationships. This will only be possible if they are properly trained and empowered to act on behalf of the organization.
Defining the Problem
The future of the organization is really the future of the people who make it tick. Although the intentions are good, the application method for the program in South Africa can create problems. This study aims to measure the effect of the Caltex training on the level of customer satisfaction at Canadian Motors.
Purposes of the Study
Based on these successes, Caltex wants to roll out this program to the rest of the world. The limitation of the research design we are using in this study is that it is a single case study. The unique needs of employees must be addressed to provide customized training.
The Service Quality Module
The generalization of training methods by global corporations such as Caltex to contain uniformity must address the needs of the host countries. The training theory discussed in this chapter aims to show that individual firms require to adapt their training and development to the needs of employers who serve specific customers.
The Gaps Model
Provider Gap 1
In the service station, the frontline employees are strategic in identifying customer needs and must therefore be empowered to provide management with feedback to make the necessary adjustments. Employees who are from the previously disadvantaged community are often too afraid to approach management with customer issues. Currently, the staff at Canadian Motors are poorly trained and therefore a special program in relationships should be developed at their level to emphasize the concept of relationship marketing and customer loyalty.
Provider Gap 2
The benefit of cash incentives is attractive to fuel attendants as the current salary structure places them among the lowest in the economy. These goals should be based on the customer's requirements and expectations to enable attendants to provide excellent service.
Provider Gap 3
The success of service station depends on the attendants because they are the service, they are the organization in the customer's eyes and they are the marketers. The reliability of service delivery is often completely within the control of frontline employees. When service deteriorates or fails, employees are essential to making things right and using their judgment to determine the best course of action for service recovery.
The responsiveness of frontline employees directly impacts customer perception through their enthusiastic willingness to serve customers. Ensuring service quality is highly dependent on the employee's ability to convey credibility and inspire trust.
Strategies for Closing Gap 3
- Hire the right people
- Develop people to deliver service quality
- Provide needed support systems
- Retain the best people
Service employees need internal support systems that are tailored to their need to be customer-centric.
ProOtabili 1
The Service Profit Chain
The frontline employees are called 'boundary spanners' because they operate at the boundaries of the organization. In today's fuel industry, boundary spanners are the least skilled and lowest paid employees in the organization. These positions are highly stressful and require the employee to make real-time trade-offs between quality and productivity at work.
Sometimes these stresses and compromises result in failure to deliver the service as specified, increasing Gap 3.
High-Leverage Training Strategy
Designing Effective Training Systems
- Conducting a needs assessment
- Ensuring Employees' Readiness For Training
- Create a Learning Environment
- Transfer of Training
- Selecting Training Methods
Some of the indicators that suggest training is needed include performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, or employee skill shortages. . Management should consider three factors before choosing training as a solution for indicators. a) Support of managers and colleagues. Management should be ready to provide information to trainees on how they can more effectively use the knowledge, skills and opportunity to use the training content on the job.
If there is a lack of support, employees are unlikely to apply the training content in their work. The business strategy must ensure that the company spends sufficient budget on training activities, that employees receive appropriate training and that relevant job-related training is completed. This step concerns whether the employees have the personal characteristics (ability, attitude, beliefs and motivation) necessary to learn and apply the program in the work environment.
Management should ensure that employees' self-efficacy, understanding the benefits of training, awareness of training needs, career interests, goals, understanding the working environment and basic skills level are continuously monitored to ensure the high level of motivation to keep. The transfer of training refers to the knowledge, skills and behaviors learned during on-the-job training. Climate for transfer refers to the learner's perception of the work environment that hinders or facilitates the use of the trained skill.
Practical methods including on-the-job training, self-directed learning, apprenticeships and simulations.
Workplace Learning and Safety Training
The knowledge and skills of experienced employees can also become inaccurate, incomplete or outdated over time, making them less effective performers. If not corrected early, their outdated or incorrect knowledge and skills soon develop into learned mistakes, misconceptions and ingrained bad habits, e.g. unsafe or inefficient work practices. Habits are automatic, reflex-like actions and behaviors that are not under conscious control - by the time you realize what you've done wrong, it's too late to stop.
In training sessions, the trainer points out mistakes, shows employees a better way, and then they copy and practice it. They can do the right thing afterwards, too, at least for a while, but they have to be very focused each time on what exactly they should do. The new idea or procedure feels strange doing it the other way around for so long, and because the new idea or procedure differs from the old idea or procedure, there is a conflict or tension between them.
Personal inhibitions make you forget the new way more quickly (within minutes or hours) and therefore you fall back into your old incorrect one. You know what you are doing wrong and what you should be doing and you are highly motivated to improve, but your brain won't let you change. Problems adapting to change are caused by what you already know, not by what you don't know.
Poor transfer of learning from on-the-job training and coaching to on-the-job performance.
Introduction
Research Design
Population and Sample for the Study
Questionnaire
For example, there should be a covariation between staff training and change in customer satisfaction. However, it should be borne in mind that the results of the training can be considered as cause-and-effect.
Data Collection
Validity
The type of questionnaire used in this study could only be considered valid if it contained questions and possible answers which accurately represented the subject of the study and were formulated in clear, unambiguous language.
Data Analysis
Introduction
The Results of the Individual Responses
- Traffic Control on Driveway
- Help with pump selection
- Greeting and welcome
- Checking of oil and water
- Windscreen Cleaning
- Ashtray Cleaning
- Restrooms
- Convenience Store
- Car wash
Drivers of motor vehicles sometimes do not realize on which side of the car the petrol station is located. Therefore, the attendant must direct the driver to park on the right side of the gas station. The results show that there was an improvement after training as shown in Table 5.4 and 5.5.
The training program has made attendants aware of the location of petrol filling points on vehicles and the benefit of easy refueling when parked on the correct side. Management finds this service easy to monitor and supervisors usually receive tips for good window cleaning. The site has shown a decline in service levels, which can be attributed to seasonal fluctuations and holidays.
This service is seasonal and was therefore not responded to by some customers, resulting in missing data. The car wash is another revenue center that plays a major role in the automotive industry. The results of the data in table 5.18 and 5.19 show a drop in the level of satisfaction of the customer.
This chapter begins with a summary of the research, followed by a discussion of the seven research questions posed in the first chapter.
Summary of Study
Conclusions and Recommendation
The results of the data collection area will have to take into account that not all drivers on the forecourt make use of these facilities. However, one must be aware that the car wash is an integrated revenue generating business unit and that customer awareness is necessary for its success. Therefore, building content for training and development of individuals must be focused on bringing about changes in the individuals' knowledge, attitudes and skills.
The end result should be more effective programs on the part of the agency or organization, and self-education and development for the individual (p.44). Literature has shown that there are some essential steps to be followed in training adult illiterate workers. The nature of their work, as discussed in the literature review, is critical to the success of the gas station industry.
Traffic controllers on the driveway. Help with pump selection. Greeting and welcoming. Checking for oil and water. Window cleaning. Ashtray cleaning. Toilets.
