A Case Study Of Mandarin Oriental Tokyo Essay

Question:

An Investigation On The Impact Of Employee Productivity On Customer Satisfaction In Japanese Leisure Industry- A Case Study Of Mandarin Oriental Tokyo, Japan?

Answer:

Introduction

It is crucial for the business organization to achieve customer satisfaction, as this provides a competitive advantage for the company. As commented by Cording et al. (2014, pp.38-56), employees are regarded as the backbone of the company, as they are the ones representing the company in front of the customers. Thus, the liking or disliking developed by the customers is due to the behavior, attitude and quality of the services received by them from the employees of the company. The different factors that affect customer satisfactions are price, value of the brand and the quality of the service. Ensuring customer satisfaction provides an opportunity for the companies to measure if the company has been able to meet or surpass the expectation their expectations. Lack of productive employees hampers the customer satisfaction. Thus, the research will be conducted in order to identify the potential reasons of lack of productivity in Mandarin Oriental Tokyo, a company of the Japanese leisure industry and its impact on customer satisfaction.

Rationale

What is the issue?

Lack of productive employees is an issue as this hampers the level of customer satisfaction. As commented by Samnani and Singh (2014, pp.5-16), happy employees make happy customers. Thus, unhappy employees results in lack of employee productivity that affects the customer satisfaction. This is because the employees fail to fulfill their job roles and responsibilities towards the customers in terms of their behavior, attitude and service provided by them. As the customers feel unhappy, the prefer not to return to the same company in future thereby, threatening their survival in the market and doing business.

Why is it an issue and why?

This is an issue because the standard of the Japanese leisure industry is lower compared to the standard of the world. The Japanese employees in the leisure industry have to work more than 8 hours thereby, lowering the rate of employee productivity (Gandy et al., 2014, pp.252-257). As a result, the Mandarin Oriental Tokyo fails to sell and provide service again to the customers resulting in minimizing the profit of the company.

This is an issue now because recently, the rate of foreign travelers in Japan has increased. In addition to, Japan has been selected for hosting mega-events such as Rugby World Cup in 2019 and Tokyo Olympic in 2020 (Grix and Lee, 2013, pp.521-536). Thus, lack of employee productivity hampers the customer satisfaction thereby, making it a severe issue now.

How and when is it going to be investigated?

It is going to be investigated by considering Preto’s law that states:

  • 100% will change productive employee but 20% employees will be unproductive later
  • Company need to emphasizes on only productivity or not

It is going to be investigated by identifying the qualities that makes an employee productive. Thus, the employee productivity can be measured by measuring the ability of the employees to finish their work on time thereby, saving the company from paying overwork fee, pay cost more, pay to the payroll department, paying social fees.

What could this research shed light on?

The research sheds light on investigating the impact of employee productivity on customer satisfaction in the Japanese leisure industry, as extensive working hours is hampering the level of employee productivity thereby, affecting customer satisfaction.

References

Cording, M., Harrison, J.S., Hoskisson, R.E. and Jonsen, K., 2014. Walking the talk: A multistakeholder exploration of organizational authenticity, employee productivity, and post-merger performance. The Academy of Management Perspectives, 28(1), pp.38-56.

Gandy, W.M., Coberley, C., Pope, J.E., Wells, A. and Rula, E.Y., 2014. Comparing the contributions of well-being and disease status to employee productivity. Journal of occupational and environmental medicine, 56(3), pp.252-257.

Grix, J. and Lee, D., 2013. Soft power, sports mega-events and emerging states: The lure of the politics of attraction. Global society, 27(4), pp.521-536.

Samnani, A.K. and Singh, P., 2014. Performance-enhancing compensation practices and employee productivity: The role of workplace bullying. Human Resource Management Review, 24(1), pp.5-16.

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