Employee Engagement: Views of Therapists on Job Satisfaction
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There is often contention in the shareholder and employee (customer) value discourse for many businesses, whereby shareholder value is attributed a higher priority consistent with strategic businesses' objectives. There is a strong indication globally that the role of customers and the process of managing customers when designing and implementing customer engagement strategies is a contentious issue because of variations in customers' expectations in terms of product quality and quality and nature of services. Increasingly, companies are reaching out to customers using various platforms such a...
There is often contention in the shareholder and employee (customer) value discourse for many businesses, whereby shareholder value is attributed a higher priority consistent with strategic businesses' objectives. There is a strong indication globally that the role of customers and the process of managing customers when designing and implementing customer engagement strategies is a contentious issue because of variations in customers' expectations in terms of product quality and quality and nature of services. Increasingly, companies are reaching out to customers using various platforms such as including consumers as Board Members; use of consumer councils and the use of customer care feedback maps. For Drucker (2005), a focus on every employee's contribution to high quality customer care is critical to achieve a whole of business effectiveness in terms of direct results, building of organizational values and their re-affirmation through marketing and building and developing leaders for tomorrow.This book takes an empirical research using a focus group approach to locate the voices of therapists regarding the essence of employee engagement and drew some exciting management insights
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