The organisation’s decision-makers choose the sales staff and revenue measurements of activities that the organisation will use to meet the customers’ requirements, and the conclusion is the perception of the customer. The organisation’s decision makers also choose performance measurement systems to monitor and assess how well the organisation meets customers’ requirements and the organisation’s broader objectives that led to choosing the target set of customers.
Customer-validated performance measures reflect customer requirements and help employees manage the value chain’s processes and activities by concentrating their attention on improving what matters to the customer (Frazer-Robinson 1997). For the purposes of this study, quality customer service is a multi-stage measurement. This is defined by the customer’s expected service level on dimensions of reliability, timeliness, responsiveness and competence from the company’s perspective at the time of encounter, before the staff performed the required service for the customer (Stoneman 2001). In short, this is expediting service for the customer. Furthermore, the employee understanding of customer expectations about the sales person’s experience, media skills and creative skills as well as how the sales person acknowledges the service quality (Stoneman 2001). The relationship quality is the perceived service level on the above dimensions of the customer and sales person relationship (Stoneman 2001). Therefore, customer satisfaction is a focal point in this research as a cumulative, abstract affective construct that describes the total client’s experience with the staff and is measured by the satisfaction with service quality expertise, skills performance and overall satisfaction with agency performance (Frazer-Robinson 1997).
This will further assist in developing the ultimate goal to directly influence sales performance of service managers and consequently increase performance, but most importantly because sales are the main focus of the company direction (McCormick 2005). Therefore, it becomes important to describe the constructs between sales staff, service quality and customer service, but also to understand the commitments of the employee’s towards customer service (McCormick 2005). This research project aims to improve employee engagement by improving customer satisfaction and retention through the development of a relationship ladder that describes the service manager’s environment.
Describing the employee’s engagement in customer service through qualitative methods described later will do this. Utilising employee engagement theories to examine employee engagement in customer service and increase customer retention is a profitable and promoted method of development (Deloitte 2005). Employees who deal directly with customers are

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