Case Study案例范文：Employee Empowerment Case Study: TGI Fridays

Case Study案例范文-员工赋权案例研究：星期五餐厅(TGI Fridays)。本文是一篇留学生Case Study写作范文，主要捏偶然那个是讲述近年来，由于全球化，商业活动发生了重大变化，无论是国家还是跨国的大型和中小型组织（SME）都面临着激烈的竞争环境。为了应对这些全球性挑战，与过相比，各组织现在的工作方式有所不同，但最重要的是，公司通过其客户服务活动获得的竞争优势。因为吸引新客户的成本比留住现有客户的成本高五倍。当一个组织无法向客户提供所需的满意度时，客户就会变得咄咄逼人，而且离开该组织后，服务会成为一种工具，使客户脱离其领域。下面就一起来看一下这篇Case Study案例研究写作范文的具体内容。

Major shifts in business activities in the recent years due to globalizations have taken Large (LEs) and Small Medium Scale Organizations (SMEs) either National or Multinational towards an intense competitive environment. To respond to these global challenges organizations are now working differently as compared to past and last but not the least the competitive advantage that a company obtains is through its customer service activities. As The cost of attracting a new customer is five times bigger compared to the cost of retaining a current customer (Hart et al, 1990). When an organization is not able to provide the desired satisfaction to customers, the customer becomes aggressive and besides leaving the organization service becomes a tool to disengage customers in his domain.

When a company fails to provide a service, the dissatisfied customer may provide negative word-of-mouth. (Chakrapani, 1998) claims that 100 dissatisfied customers cost a company 1600 to 2500 potential customers.

当公司未能提供服务时，不满意的客户可能会提供负面口碑。100个不满意的客户使公司损失了1600至2500个潜在客户。

To retain the customers it is of paramount importance that the employees of an organization are in line with the organizations objective with regards to the successful operation and in this regard today’s managers make sure to convince employees that their personal interests are in agreement with the goals of the organization. (Hellriegel et al, 2005) explained that in today’s battle for excellent employees, management has to offer more than high pay to win employees’ trust and motivate employees. As very aptly discussed by (Latham and Gary, 2004) that the most difficult aspect of being a work team leader is motivation of team members. Work teams may be more successful in achieving organizational goals if their members are empowerment to do their jobs.

为了留住客户，最重要的是组织的员工与组织成功运营的目标保持一致，在这方面，今天的管理者确保让员工相信他们的个人利益与组织的目标一致。在今天的优秀员工争夺战中，管理层必须提供高于高薪的薪酬，以赢得员工的信任并激励员工。非常恰当地讨论的那样，成为工作团队领导者最困难的方面是团队成员的动机。如果工作团队的成员能够胜任工作，那么他们可能会更成功地实现组织目标。

2. SIGNIFICANCE:意义

For achieving organizational success employee empowerment and performance are at the core with regards to these concepts. Job satisfaction amongst employees talked about in relation to employee empowerment and contextual performance. Ugboro and Obeng, found that in an organization empowered employees demonstrate job satisfaction at higher levels in contrast in organizations where employees are not empowered. (Ugboro and Obeng, 2000)

对于实现组织成功，员工赋权和绩效是这些概念的核心。员工的工作满意度与员工赋权和环境绩效相关。Ugboro和Obeng发现，在一个拥有权力的组织中，员工表现出更高水平的工作满意度，而在没有权力的组织里，员工表现得更高。

When the team leader demonstrates the appropriate disciplines Employee motivation can be an easy task the simple disciplines encourage employee motivation to happen naturally. Motivation, whether it is self motivation or employee motivation, is the trigger to act. The competitive business market nowadays stresses on swift solutions as there a shortage of time in making decisions. To succeed, today’s complex organizations require the collaboration of multiple followers (Yukl, 2008) managers at all levels who may assume a leadership role contingent on situational demands. As a result, empowerment has become a big slogan in numerous organizations world over. By setting the shared vision and common goal creates an environment in which other employees can control themselves i.e. empowered whether they acting for the objectives of the organization or not.

当团队领导展示了适当的纪律时，员工激励是一项容易的任务，简单的纪律鼓励员工激励自然发生。激励，无论是自我激励还是员工激励，都是行动的触发因素。当今竞争激烈的商业市场强调快速解决方案，因为决策时间不足。为了取得成功，当今复杂的组织需要各级多个追随者管理者的协作，他们可以根据情况需求承担领导角色。因此，赋权已成为世界各地众多组织的一大口号。通过设定共同愿景和共同目标，创造了一个环境，其他员工可以在其中控制自己，即无论他们是否为组织的目标而行动。

As Kotter said that the vision makes the work more important to employees that envisioned by the common vision, which at the same time stresses their own values (Kotter, 1990). In order to get people move in the same direction that leader chooses, he/she needs to align them rather than organize them (Kotter, 1990). Empowered employees are more willing to serve the customers; his in turn quickens customer need´s responses which in turn result in customer satisfaction (Bowen et al, 1992). Empowered employees’ self-efficacy levels increase as they are in a position to evaluate the best approach to perform tasks. (Gist et al, 1992)

正如Kotter所说，与共同愿景相比，愿景使工作对员工更为重要，共同愿景同时强调了员工自身的价值观。为了让人们朝着领导选择的方向前进，他/她需要将他们团结起来，而不是组织起来。授权员工更愿意为客户服务；他反过来加快了客户需求的响应，进而导致客户满意。授权员工的自我效能水平随着他们能够评估执行任务的最佳方法而提高。

In a Service organization the employees are of primary significance in view of the fact that they are the ones who are the face of the organization and the way they react and interact with the consumers is an indicator to the customers about the organization. The better the service and quality interaction the customer will have the more positive image will be portrayed also since service organizations are empowered as they have to make on the spot decisions this may prompt a negative image also as it’s a 2 way process.

在一个服务组织中，员工是最重要的，因为他们是组织的代表，他们与消费者的反应和互动方式是客户了解组织的一个指标。服务和质量互动越好，客户的形象也会越正面，因为服务组织有权在现场做出决定，这可能会导致负面形象，因为这是一个双向过程。

3. RESEARCH OBJECTIVE:研究目标

3.1 AIMS:目标

The idea of the study is to streamline the corporate objective through better quality management by having empowered employees. Whether it is fashion, hospitality, airline or the food industry, consumers first and foremost demand is quality. And this is not area specific. At the end of the day, companies are attracting consumers. However, the underlying challenges facing companies are the maintenance of quality to enhance consumer base.

这项研究的目的是通过赋予员工权力，通过更好的质量管理来简化公司目标。无论是时尚、酒店、航空公司还是食品行业，消费者的首要需求是质量。这不是特定领域的。归根结底，公司正在吸引消费者。然而，公司面临的根本挑战是保持质量以增强消费者基础。

3.2 RESEARCH QUESTION:研究问题

For this study the company chosen is TGI Friday’s restaurant.本研究选择的公司是TGI Fridays餐厅。

The purpose of this research is to ascertain the extent to which TGI Friday’s restaurant practices employee empowerment in their organization, and how it impacts on service quality and customer satisfaction.

本研究的目的是确定TGI Fridays餐厅在其组织中实施员工赋权的程度，以及它如何影响服务质量和客户满意度。

The nature of the food service industry touches directly on the satisfaction and experience of the consumers. This uniqueness may account for the closer scrutiny and monitoring to ensure that certain standards with regard to employee empowerment that would otherwise have been voluntary in other sectors are observed.

食品服务业的性质直接关系到消费者的满意度和体验。这种独特性可能会导致更密切的审查和监督，以确保遵守其他部门原本自愿遵守的有关员工赋权的某些标准。

In this paper, we will delve into the details of employee empowerment in the restaurant business. The core study will revolve around TGI FRIDAY’S Quality Management through employee involvement that will ultimately help the brand reach greater heights.

在本文中，我们将深入探讨餐厅企业中员工赋权的细节。核心研究将围绕TGI FRIDAY的质量管理，通过员工参与，最终帮助品牌达到更高的高度。

According to (Strauss et al, 1998), the research question is a statement that identifies the phenomenon to be studied. It tells the readers what the researcher exclusively wants to know about this subject.

研究问题是一个确定要研究的现象的陈述。它告诉读者，研究者只想知道关于这个主题的什么。

How does TGI Friday’s empowering of employee’s impacts on the quality of service and customer satisfaction in their restaurant?

TGI Fridays对员工的授权如何影响餐厅的服务质量和客户满意度？

4. Literature Review:文献综述

4.1 Total Quality Management:全面质量管理

With the advancement in communication technology, transportation and other technologies the world has shrunk into a global village. Products and services developed in a country are now widely accepted in other regions of the globe as well. Many companies like TGI Fridays have been developing marketing strategies to fulfill the need, in an increasingly globalized market, for several years. TGI Fridays is one of the companies that are being recognized by and whose brand names are familiar to most of the people in every region of the world (Austin’s Radisson Hotel, 2006)

随着通信技术、交通和其他技术的进步，世界已缩小为一个地球村。一个国家开发的产品和服务现在也被全球其他地区广泛接受。几年来，像TGI Fridays这样的许多公司一直在制定营销策略，以满足日益全球化的市场需求。TGI Fridays是世界上每个地区的大多数人都熟悉的知名品牌之一

Quality has different connotation to different people. Employees tend to think like their peers and think differently like those at other levels. This suggests that to infuse quality in the organization will be much easier if it is embedded across the board.

质量对不同的人有不同的内涵。员工倾向于像同龄人一样思考问题，并与其他级别的员工一样思考问题。这表明，如果将质量贯穿于整个组织，那么在组织中注入质量将更加容易。

Many Japanese companies have demonstrated a high perfection of product quality, reliability and customer service through TQM (Garvin, 1988). Such goals require continuous improvement procedures to be established within the company. The relationship between market share, profitability and quality has always been studied.

许多日本公司通过TQM证明了产品质量、可靠性和客户服务的高度完美。这些目标要求在公司内部建立持续改进程序。市场份额、盈利能力和质量之间的关系一直被研究。

According to Buzzell and Gale (1987) one factor above all others-superior quality drives market share and profit is virtually guaranteed. Companies that are committed to Total Quality Management, apply it in all areas of the organization, because customers are both external and internal functions to the business. Quality can not only reduce cost, it also helps in getting the differential advantage. As we can see in the following illustration, there are two types of quality: quality driven at customer and conformance to organizational quality standards. The Quality Circle is as follows:

根据Buzzell和Gale的说法，一个因素高于所有其他因素，即卓越的质量推动了市场份额，利润几乎得到了保证。致力于全面质量管理的公司将其应用于组织的所有领域，因为客户既是企业的外部职能，也是企业的内部职能。质量不仅可以降低成本，而且有助于获得差异优势。正如我们在下图中看到的，有两种类型的质量：由客户驱动的质量和符合组织质量标准。质量圈如下：

Price Advantage 价格优势

Customer-Driven Quality 客户驱动的质量

Market Share 市场占有率

Profitability and Growth 盈利能力和增长

Customer Value 客户价值

Customer Attributes and Design Specs 客户属性和设计规范

Specification Quality 规范质量

Productivity 生产率

Lower Cost 降低成本

Lower Cost of Quality 降低质量成本

Investment in Improved Quality 提高质量的投资

Figure 3.1 Quality Circle, Source: Joel E. Ross, (1996). Total Quality Management; Text, Cases and Readings. Second Edition.

Total Quality circle implies that the customer is the top priority for all business decisions. It takes into consideration the satisfaction of customer as a key determinant of success in the long run. Sometimes business decisions lead to the demise of an entire enterprise when quality is shown the door, while compromising on customer requirements.

全面质量圈意味着客户是所有业务决策的最高优先级。它将客户满意度作为长期成功的关键决定因素。有时，当质量摆在门口时，业务决策会导致整个企业的灭亡，同时也会损害客户的要求。

According to TQM theory the best way to improve organizational output is to continually improve performance (Dale, 1996). The phenomenon of Total Quality Management is no more another statement for organizations. It has become a reality. In the cut-throat corporate world, companies find themselves in hot water if they compromise on quality, consideration the fact the consumers now have more alternatives at their disposal.

根据TQM理论，提高组织产出的最佳方法是不断提高绩效。全面质量管理现象不再是组织的另一种说法。这已经成为现实。在残酷的企业界，考虑到消费者现在有更多的选择可供选择，如果公司在质量上妥协，就会陷入困境。

4.1.2 Buzz Word ‘Quality’:流行语“质量”

Every organization has a set of standards and beliefs that they adhere to. Quality is the buzz word in the modern day marketplace. Every organization claim to infuse the best quality in its products and services. In our daily lives, we distinguish different products and services as excellent, average or mediocre. The precise definition of a quality product or service is that it provides customer more than what they were actually looking for at a prescribed price.

每个组织都有一套他们所坚持的标准和信念。质量是现代市场的流行语。每个组织都声称在其产品和服务中注入最佳质量。在我们的日常生活中，我们将不同的产品和服务区分为优秀、一般或平庸。高质量产品或服务的准确定义是，它以规定的价格为客户提供了比他们实际需要的更多的服务。

According to Crosby, quality is the outcome of a carefully constructed culture. This has to be the fabric of the organization. (Crosby, 1988)

克罗斯比认为，质量是精心构建的文化的产物。这必须是组织的结构。

Organizations operating in modern markets call for an exceptional quality in their products and services. In the case of restaurants, the initiative is that products and services must be readily available to customers. Essentially, organization’s focus on the concerns of customer needs, through a well developed mechanism (Kotler, 1991).

在现代市场运作的组织要求其产品和服务具有卓越的质量。就餐厅而言，这一举措是，顾客必须能够随时获得产品和服务。本质上，组织通过完善的机制关注客户需求。

A good management at a restaurant will instill value that will lead to the creation of admirable products and commendable service, which in turn fulfills customer expectations and satisfies them.

一家餐厅的良好管理将灌输价值观，从而创造出令人赞叹的产品和值得称赞的服务，从而满足顾客的期望并使他们满意。

Quality is really an attitude built on a perception. It’s not the product or company itself. The product is sold by the company. (Aaker, 1991), asserts that the brand of that product is bought by the consumer, predicated upon the consumer’s perception that the brand he or she buys of a product differs sufficiently from another brand of the same product to warrant choosing one particular brand over another. And, by the way, warrants paying the price for it.

质量实际上是一种建立在感知之上的态度。这不是产品或公司本身。该产品由该公司销售。该产品的品牌是由消费者购买的，基于消费者的感知，即他或她购买的产品的品牌与同一产品的另一品牌有足够的不同，从而保证选择一个特定品牌而不是另一个品牌。顺便说一句，权证会为此付出代价。

Customers look beyond the functional benefits of a restaurant to the overall experience it offers. Johnson stated that “people stay in relationships for two major reasons: because they want to and because they have to.” (Johnson, 1982)

顾客不仅关注餐厅的功能优势，还关注餐厅提供的整体体验。约翰逊表示，“人们保持关系有两个主要原因：因为他们想和因为他们不得不。”

This recommends that service loyalty is influenced by satisfaction and interpersonal bonds.这表明服务忠诚度受满意度和人际关系的影响。

The interplay of these two sets of influences impacts on operational, marketing and human resource management strategies, including the nature and form of empowerment best matched to the service offer. (Cowell, 1984) claims that different organization provide different service features, which in the long-term impacts the operational management, marketing offer to customers and the way that front line employees are managed.

这两组影响的相互作用会影响运营、营销和人力资源管理战略，包括与服务提供最匹配的授权的性质和形式。不同的组织提供不同的服务特征，从长远来看，这些特征会影响运营管理、向客户提供的营销服务以及一线员工的管理方式。

4.1.3 Consumers ‘Charge’ Quality:消费者“指责”质量

Consumers tend to associate quality with price. But a new Cornell study found out that higher price tag may create a more positive view of products, but consumers may not necessarily purchase them. (Lowery, 2009)

消费者倾向于将质量与价格联系起来。但康奈尔大学的一项新研究发现，较高的价格标签可能会让人们对产品产生更积极的看法，但消费者未必会购买。

Some studies support the idea that higher price leads to a more superior quality some case examples are studies by, (Dodds, et al 1991; Gabor, 1988 etc). On the other hand, other studies have found that a high price may not always be related to the perceived superior quality. (Peterson 1970; Peterson and Jolibert, 1976).

一些研究支持这样一种观点，即价格越高，质量越高。一些案例是，的研究。另一方面，其他研究发现，高价格可能并不总是与感知到的卓越质量有关。

Such inconsistent findings have prompted the conclusion that a “general price perceived quality relationship does not exist” (Zeithaml et al, 1988). It is very much clear that quality cannot alone be associated with the price tag. It all depends on the user’s preference, the availability of different alternatives and the situation that compels the consumer to use the product/service. Many customers seek their prescribed branded services when it comes to restaurants. The branded organization meets customer’s security needs by making the service offer precise and by delivering a standardized service constant with customer expectations. At the same time many customers are looking for some confirmation of their individuality.

这种不一致的发现促使人们得出结论，即“普遍的价格感知质量关系并不存在”。很明显，质量不能单独与价格标签联系在一起。这完全取决于用户的偏好、不同替代品的可用性以及迫使消费者使用产品/服务的情况。许多顾客在餐厅时都会寻求他们指定的品牌服务。品牌组织通过提供精确的服务，并提供符合客户期望的标准化服务，满足客户的安全需求。同时，许多客户都在寻求对自己个性的确认。

(Holpp, 1990) asserts that the problem with the delivery of services is that it is delivered at the customer’s interface. If a problem exists, it is already too late. The subtle aspects to service and the heterogeneity of services pose difficulty for both customers and organizations supplying services to them. TGI Fridays provides a service which creates a sense of social connection to others. The brand also offers its customers a prospect to deal with the ambiguity felt by many service consumers.

服务交付的问题在于它是在客户的界面上交付的。如果存在问题，那就已经太迟了。服务的微妙方面和服务的异质性给客户和向他们提供服务的组织带来了困难。TGI Fridays提供了一种服务，它可以创造一种与他人的社会联系感。该品牌还为其客户提供了一个解决许多服务消费者感到困惑的前景。

Thus, the customer can personalize the experience and knows what to expect. The following extract from an article reinforces the aforementioned argument.

因此，客户可以个性化体验，并知道期望什么。以下文章摘录强化了上述论点。

Lori Voth asserted that the biggest problem with most of restaurants is that the food looks awesome in the menu, or on TV, billboard, but once it gets delivered to your table, your impression fades away.

Lori Voth断言，大多数餐馆最大的问题是，菜单上、电视上、广告牌上的食物看起来都很棒，但一旦送到餐桌上，你的印象就会消失。

However TGI Fridays manages to do it perfectly every time. Not only do the photos and descriptions make your mouth water but the actual meal always lives up to its promise. This is one restaurant where you can judge something by its cover, or picture.

然而，TGI Fridays每次都能做到完美。不仅照片和描述让你垂涎三尺，而且真正的饭菜总是信守诺言。这是一家餐厅，你可以通过它的封面或图片来判断什么。

4.1.4 Quality Infuse Loyalty:质量投入忠诚度

It has been observed that some restaurants have a more loyal following? Why is that people are more attracted to it? Because, the experience is worth remembering.

据观察，一些餐馆有更忠实的追随者？为什么人们更喜欢它？因为，这段经历值得铭记。

From the very first interaction with the staff, an impression is made. This feeling creates an impression in the mind of the customer. Many restaurants and TGI Friday’s in particular identify the value of customer service. Loyalty is an essential part of doing any business. No business can survive without establishing a dedicated client base.

从与员工的第一次互动开始，就给人留下了印象。这种感觉会给客户留下印象。许多餐馆和TGI星期五特别强调了顾客服务的价值。忠诚是做任何生意的重要组成部分。没有建立专门的客户群，任何企业都无法生存。

Studies have shown that companies that are rated high by their customer can charge close to ten percent more, than those rated poorly (Sonnenberg, 1989).

研究表明，客户评价高的公司比评价低的公司收费高出近10%。

For managers, motivating a group of employees is not a straightforward task. Each employee is a different and unique individual with dissimilar personalities and attitudes. Surprisingly enough, in spite of its evident importance to all businesses, relatively little is known about it. Experts have struggled to define exactly what being a loyal customer means, and too little has been made in determining what factors lead to customer loyalty. So, although customer loyalty is considered the back-bone of business, it still remains a mystery.

对于管理者来说，激励一批员工并不是一项简单的任务。每个员工都是不同的、独特的个体，具有不同的性格和态度。令人惊讶的是，尽管它对所有企业都很重要，但人们对它的了解却相对较少。专家们一直在努力定义成为忠实客户意味着什么，而在确定导致客户忠诚度的因素方面也做得太少。因此，尽管客户忠诚度被认为是企业的支柱，但它仍然是一个谜。

To be truly effective and be able to repeat business, a brand must fabricate an emotional connection with its customers. And this is what the managers strive to achieve. Emotional branding is connected with the wisdom of brands and leads to an excursion filled with precious hints, ideas, and lessons from the customers. How to infuse brand loyalty in customers and address the trenchant constituents of branding as a product of perceptive thinking is another challenge for the managers. Haddadj (2003) believes that to create an effective workplace in order to motivate employees to perform well is very much in the interest of organization.

为了真正有效并能够重复业务，品牌必须与客户建立情感联系。这是管理者努力实现的目标。情感品牌与品牌的智慧联系在一起，并导致一场充满珍贵提示、想法和来自客户的经验教训的旅行。如何在客户中注入品牌忠诚度，并将品牌的鲜明成分作为感知思维的产物，这是管理者面临的另一个挑战。Haddadj认为，创造一个有效的工作场所，以激励员工表现良好，这非常符合组织的利益。

Manager’s pivotal role in initiating transformation in a restaurant is to succeed in improving organizational performance.

经理在启动餐厅转型过程中的关键作用是成功提高组织绩效。

4.2 What is Employee Empowerment?什么是员工授权？

A pleasant and professional environment helps in the development of the capabilities of employees. On the other hand meager staff quality can be very expensive for any business. Empowerment is defined as the capability of employees to exercise judgment and discretion in their work and to contribute more fully in decisions affecting their work (Potterfield, 1999). Change, regardless of its magnitude is a challenging exercise. In case of employee empowerment, the challenge becomes even bigger as a high level of unpredictability is involved.

愉快而专业的环境有助于员工能力的发展。另一方面，对于任何企业来说，员工素质的低下可能会非常昂贵。授权被定义为员工在工作中行使判断和自由裁量权，并在影响其工作的决策中做出更充分贡献的能力。无论其规模如何，变革都是一项具有挑战性的工作。在员工赋权方面，由于涉及高度不可预测性，挑战变得更大。

In any organization, employees are the assets. Human Resource is vital to a corporation’s growth and prosperity is gaining and retaining competitive advantage. Therefore a motivated and contented workforce is more likely to achieve on many fronts. Loyalty and commitment from the staff cannot be controlled. In Harvester Restaurants, employees work in autonomous work groups without the direction of an immediate supervisor (Ashness et al, 1995).

在任何组织中，员工都是资产。人力资源对企业的成长至关重要，企业的繁荣正在获得并保持竞争优势。因此，一支充满活力和满足感的员工更有可能在许多方面取得成就。员工的忠诚度和承诺无法控制。在Harvester餐厅，员工在没有直接主管指导的情况下，在自主工作组中工作。

Organizations tie staff loyalty and commitment to its policies and actions. Therefore the management should deal with this issue prudently. (Fedor et al, 1989) concede that the employees who find the work more creative will react less to criticism.

组织将员工的忠诚度和承诺与其政策和行动联系在一起。因此，管理层应谨慎处理这一问题。发现工作更有创造力的员工对批评的反应会更小。

Total quality management and the strive for zero defects places issues of quality at the center of every management’s reflection. Employees who are empowered are in greater control (Conger et al, 1988). Employee empowerment has its fair share of criticism too. (Purser et al, 1998) in particular are wary of practices, calling it “pseudo-empowerment” (p. 132). They assert that it is simply putting a new face on an old scheme. Many authors believe it is more self-directed. (Hitchcock et al, 1995) note that the practiced “empowerment” is a status rather than a process of actively participation. However, those who promote this concept are of the view that it works and is related to the organization’s performance. (Piore et al, 1983) believe the organizations will gain superior competitive advantage by focusing on employees as assets and by removing unnecessary levels of management.

全面质量管理和力求零缺陷将质量问题置于每个管理层反思的中心。被授权的员工受到更大的控制。员工赋权也同样受到批评。尤其对实践持谨慎态度，称其为“伪赋权”。他们断言，这只是在旧计划上换了一张新面孔。许多作者认为这是一种更自我导向的方式。实践中的“赋权”是一种状态，而不是一种积极参与的过程。然而，推广这一概念的人认为，这一概念行之有效，并且与组织的绩效有关。通过将员工视为资产并消除不必要的管理水平，组织将获得优越的竞争优势。

There are four different, but overlapping managerial motives for introducing empowerment (Lashley, 1995). These are empowerment through participation, through involvement, through commitment, and empowerment through delivering.

引入赋权有四种不同但相互重叠的管理动机。这些是通过参与、参与、承诺和交付赋予权力。

Each of the aforementioned forms is applied differently with the nature of empowered given to the employee.

根据赋予员工的授权性质，上述每一种形式的应用都不同。

Organizational theories also attest to the fact that the fit involving business strategies and organizational characteristics is a key determinant of organizational performance (Lorsch et al, 1973). Many authors like (Barry, 1993) say that empowerment is a universally defined term. The idea of empowerment is to engage the employee in different aspects of the service operation. The empowerment model of (Lashley, 1997) is as follows:

组织理论也证明了一个事实，即涉及业务战略和组织特征的契合度是组织绩效的关键决定因素。许多像这样的作者表示，赋权是一个普遍定义的术语。授权的理念是让员工参与服务运营的各个方面。赋权模型如下：

Source: (Lashley, 1997)

4.2.1 Empowerment & Self-Actualization:授权和自我实现

Abraham Maslow has hinted out at the five levels of human needs. The need of self actualization is on top of the pyramid. The Maslow’s Hierarchy Model is as follows:

亚伯拉罕·马斯洛（Abraham Maslow）暗示了人类需求的五个层次。自我实现的需求在金字塔的顶端。马斯洛层次模型如下：

Empowerment is in fact fulfilling one’s need of self actualization. It is difficult to develop an environment that allows team players to find opportunities for self-actualization, and to be respected and feel empowered. But in the hospitality industry it is deemed important to allow employees to take responsibility of their actions.

授权实际上是满足一个人自我实现的需要。很难建立一个环境，让团队成员找到自我实现的机会，并获得尊重和赋权。但在酒店业，让员工对自己的行为负责是很重要的。

(Barbie et al, 1991) believed that a feeling of personal efficacy and self determination in nurtured among employees.

员工中培养了个人效能感和自我决心。

They are supposed to feel that they have power and can make a difference. They have choices and can exercise it. (Johnson, 1993)

他们应该觉得自己有力量，可以有所作为。他们有选择，也可以选择。

4.2.2 Employee empowerment in the hospitality industry:酒店业员工赋权

Employee empowerment is particularly relevant in the hospitality industry because employees have the maximum amount of direct customer contact. Levels of customer satisfaction can be improved by empowering employees to handle guest requests or problems immediately, rather than having to report to their managers .Manager’s fundamental task in a restaurant is to improve performance (Haddadj, 2003). Organizations operating in different industries have different set of management rules.

员工赋权在酒店业尤其重要，因为员工与客户的直接接触最多。通过授权员工立即处理客人的请求或问题，而不必向经理报告，可以提高客户满意度。经理在餐厅的基本任务是提高绩效。不同行业的组织有不同的管理规则。

The risk is high where the service act is directed at the minds of the people. Caring attitudes by managers succeed in bringing forth employee dedication and approval. (Black et al, 1996)

如果服务行为针对的是人们的思想，那么风险很高。管理者的关怀态度成功地培养了员工的敬业精神和认同感。

4.2.3 TGI Friday’s Restaurant:TGI星期五餐厅

The organization structure at TGI restaurants is somewhat traditional and typical for the hospitality business. At Friday’s a standardized layout and decor is balanced by an extensive menu which allows the customer to decide on what they should consume within the range.

TGI餐厅的组织结构有点传统，是酒店业的典型。在周五的餐厅，标准化的布局和装饰与丰富的菜单相平衡，让客户可以决定他们应该在范围内消费什么。

In many ways the offer is comparable to mass customization in manufactured products. The customer knows what to expect, and can personalize the experience through the extensive menu.

在许多方面，该产品与制造产品的大规模定制相当。客户知道需要什么，并可以通过丰富的菜单个性化体验。

4.2.4 TGI Friday’s Operations:TGI星期五餐厅运营

The Restaurant Manager is responsible for the handling of affairs of the unit. The Front of house operations is managed by the senior service manager. The quality manager is in charge of the operations in kitchen and stores. People are trained for specific jobs that include jobs at bar, in the restaurant and the kitchen. Some employees play a supervisory role as shift leader. Trained hosts receive guests and the expediter is responsible for ensuring the speedy production of meals from the kitchen. To ensure quality and consistency in the service offering is a lot harder to accomplish than in other sectors. This category of service firms is unique since the organization is not isolated from the customer the latter must physically be present throughout the service act, unlike other sectors such as manufacturing (Fitzsimmons and Fitzsimmons, 2004).

餐厅经理负责处理本单位的事务。前台运营由高级服务经理管理。质量经理负责厨房和商店的操作。人们接受特定工作的培训，包括酒吧、餐厅和厨房的工作。一些员工担任班长的监督角色。训练有素的主人接待客人，催餐员负责确保从厨房快速制作饭菜。确保服务提供的质量和一致性比其他行业要难得多。这类服务公司是独一无二的，因为组织与客户并非孤立，后者必须在整个服务过程中实际存在，而不像制造业等其他行业。

These are recognized as the critical success factors. (Boynton et al, 1984) define critical success factors as those things that must go well to ensure success for a manager. They imply that these administrative areas must be given individual attention to bring about higher performance.

这些是公认的关键成功因素。关键成功因素定义为那些必须顺利进行才能确保经理成功的事情。它们意味着必须单独关注这些行政区域，以实现更高的绩效。

The thorough interaction between the service organization and the customer in person has profound quality implications for the organization. In the case of TGI Friday’s where employees are delivering a “mass customized service”, they need to exercise consultancy skills in their interpretation of customer service needs. This helps in increased motivation in the workforce. This in turn will able the employee to reach future performance standards (Nemoroff et al, 1979).

服务组织与客户之间的深入互动对组织的质量影响深远。在TGI Fridays的案例中，员工提供“大规模定制服务”，他们需要运用咨询技巧来解释客户服务需求。这有助于提高员工的积极性。这反过来将使员工达到未来的绩效标准。

4.2.5 Employee Empowerment at TGI Fridays:TGI Fridays员工授权

TGI Friday’s foster an environment of “employee empowerment”. They have created an environment where employees are nurtured to take responsibility for their actions. So, performance at TGI Fridays requires more than merely taking order and delivering to the customer (Ritzer, 1993). This is very important to managerial aspirations for their approach. Employees need to be able to interpret, and then deliver, the customer service required.

TGI Fridays将营造一个“员工赋权”的环境。他们创造了一个环境，培养员工对自己的行为负责。因此，TGI Fridays的性能要求不仅仅是接受订单并交付给客户。这对于管理层对其方法的期望非常重要。员工需要能够解释并提供所需的客户服务。

At Friday’s employees are managed through a cluster of approaches to enhance perfection in work. When it comes to special events, it really shows that everyone in the staff is an important player. For instance during the week People arrive for their shift, do their shift, and go home.

TGI Fridays的员工通过一系列方法进行管理，以提高工作的完美性。当涉及到特殊事件时，这确实表明工作人员中的每个人都是重要的参与者。例如，在一周内，人们到岗，轮班，然后回家。

But at special occasions like Christmas, Dub-Dubs, door hosts, bartenders and managers alike stay behind after working. Everyone make sure that customers when they check in feel comfortable about the place. The slogan is to be trusted and respected. This is the manager’s duty to be an effective communicator and devote time to everyone equally. The natural skills and talents of employees will be realized and utilized to the organization’s effectiveness (Ripley and Ripley, 1993).

但在圣诞节这样的特殊场合，Dub Dubs、门房、调酒师和经理都会在下班后留下来。每个人都要确保顾客在办理入住手续时感到舒适。口号是值得信任和尊重。这是经理的职责，成为一个有效的沟通者，并将时间平等地分配给每个人。员工的自然技能和天赋将被实现并用于组织的有效性。

TGI FRIDAY’S support the staff to be hands on with customers, but at the same time assesses the character and mood of the guests in order to achieve appropriate level of interaction. They have designed a book they call as the ‘WOW’ Book.

TGI FRIDAY支持员工与客户沟通，但同时评估客人的性格和情绪，以实现适当的互动水平。他们设计了一本书，他们称之为“惊喜”书。

4.2.6 The ‘WOW’ Book:

TGI FRIDAY’S has a book known as “WOW” (WALK ON WATER). This book for staff lists the extra stuff the employees can offer to the customer. One such example that comes into our mind is lighting a cigarette for the customer. Before the start of each shift, employees are involved in a board game through roley. This role play is based on service encounters. The is based on the culture and philosophy of the organization.

TGI FRIDAY’S有一本书叫做“WOW”。这本员工手册列出了员工可以为客户提供的额外服务。我们想到的一个这样的例子是为顾客点烟。在每班开始前，员工通过角色扮演参与棋盘游戏。这种角色扮演基于服务体验。基于组织的文化和哲学。

The objective of this is to inculcate each employee with the values of the organization. Unlike bureaucracies, empowering organizational structures are collaborative team based organizations (Beyerlein et al, 2003).

这样做的目的是向每位员工灌输组织的价值观。与官僚机构不同，赋权组织结构是基于团队的协作组织。

4.2.7 TGI Friday’s Passport:TGI星期五护照

The management at TGI Friday’s have created a flexible employee rotation program once the training is completed. This program is known as the “TGI Passport”. This system enables employees to work in other branches, states or countries when there is a vacancy. This is an excellent example of empowering employees through flexibility, thus ensuring loyalty. This scheme not only retains staff but also reduces training costs.

培训结束后，TGI Fridays的管理层制定了灵活的员工轮换计划。该计划被称为“TGI护照”。该系统允许员工在出现空缺时在其他分支机构、州或国家工作。这是一个通过灵活性赋予员工权力，从而确保忠诚度的极好例子。这项计划不仅保留了员工，还降低了培训成本。

4.2.8 The Five Star Values at TGI Friday’s:TGI Fridays的五星价值观

TGI Friday’s has identified “five star values to symbolize its philosophy and culture. Each value is presented as a triangle and each side of the triangle must be balanced in order to deliver the service the Friday’s way. In addition to these stars values, the three rings of the perceived guests are also taught to the staff. These rings represent the core offerings of the brand along with the consistent standards of service. They also entail an environment in which individual employee is encouraged to work to their maximum potential.

TGI Fridays已经确定“五星价值观象征着其哲学和文化。每一个价值观都是一个三角形，三角形的每一边都必须平衡，才能以TGI Fridays的方式提供服务。除了这些五星价值观之外，我们还向员工传授客人的三个戒指。这些戒指代表着品牌的核心产品以及服务的一贯标准。”不好的习惯他们还需要一个环境，鼓励每个员工发挥最大潜力。

An engaged employee has a natural drive for innovation, efficiency and a talent for building encouraging relationships (Ganguly, 2003). The five star values empower employees; they own their job and want to achieve better because they feel rewarding for doing so.

一名敬业的员工天生具有创新、效率和建立激励关系的天赋。五星价值观赋予员工权力；他们拥有自己的工作，并希望取得更好的成绩，因为他们觉得这样做是值得的。

4.2.9 The Service Encounter:服务遭遇

TGI Friday’s calls its service encounter as an unusual experience. Employees are encouraged to think that TGI Friday’s gives its customers a value for their money. 

TGI Fridays称其服务遭遇是一次不同寻常的经历。鼓励员工认为TGI Friday's为其客户提供物超所值的服务。

TGI Friday’s incorporate elements of standard procedure manuals laid down production and presentation specifications. Test on product knowledge is used to ensure that front line employees had the requisite knowledge to be able to advise customers.

TGI Fridays的会议包含了制定生产和演示规范的标准程序手册的元素。产品知识测试用于确保一线员工具备为客户提供建议所需的知识。

‘Dub-Dubs’ are allowed to offer advice to customers as to how to structure their meal. Furthermore, they also have to identify the customer’s service requirements and deliver what is needed. (Lashley, 2000) notes that normative control in TGI Fridays is one of the tools to retain employees and encourage them to take ownership of the service encounter.

“Dub Dubs”可以向顾客提供如何安排膳食的建议。此外，他们还必须确定客户的服务需求并提供所需的服务。指出，TGI Fridays的规范控制是留住员工并鼓励他们拥有服务体验的工具之一。

Service target times at TGI Friday’s call for the starters to be served within seven minutes of receipt of the order. Main course items must be served within twelve minutes.

TGI Fridays电话会议的服务目标时间是在收到订单后七分钟内为首发球员提供服务。主菜必须在12分钟内送达。

A computer programme helps managers to check the timing of these service times. Dub-Dubs are trained to work in routines. They check with the customer regularly after three minutes of delivering the meal. The front-line staff is encouraged to develop a sense of ownership of the service encounter. (Spinalli et al, 2000) establish that empowerment leads to both employee and customer satisfaction.

计算机程序帮助管理人员检查这些服务时间的时间。Dub Dub接受过常规训练。他们会在送餐三分钟后定期与顾客核对。我们鼓励一线员工培养服务体验的主人翁意识。确立了赋权能带来员工和客户满意度。

Managers are keen to make sure that the employee is able to meet up customer service requirements, answer queries, offer advice, and present the appropriate performance, and maintain company sales targets. The nature of the work requires a particular type of individual, someone who relates well with customers.

经理们热衷于确保员工能够满足客户服务要求、回答问题、提供建议、展示适当的业绩，并保持公司的销售目标。工作的性质需要特定类型的个人，即与客户关系良好的人。

4.2.10 Empowerment and Employee’s Performance:授权和员工绩效

Employee performance requires, more than the traditional acts of greeting, seating and serving (Hochschild, 1983). Customer satisfaction, attitude towards the customer and meeting the order in a specified time tops the list at Friday’s. The bar staff at TGI Friday’s provides both the showmanship needed to command a premium price. Work teams and information sharing are the building blocks of employee empowerment.

员工的表现需要的不仅仅是传统的问候、就座和服务行为。客户满意度、对客户的态度以及在指定的时间内完成订单是周五最重要的。TGI Fridays酒吧的工作人员提供了赢得高价所需的表演技巧。工作团队和信息共享是员工赋权的基石。

Empowered employees own their jobs; can assess their personal and corporate success. The purpose of empowerment is often to cultivate confidence between employers and employees with the end goal of continuous improvement (Khan, 1997; Lawson, 2000).

授权员工拥有自己的工作；可以评估他们个人和公司的成功。赋权的目的往往是培养雇主和员工之间的信心，最终目标是持续改进。

Workplace know-how is a combination of the foundation skills and the workplace competencies. The competencies cannot be achieved without a strong base; but the two can-and should-be learned simultaneously. Employees are expected to control themselves internally by being nice, cheerful, smiling and courteous to customers even when the customer is rude and offensive (Royle, 2000). The performance of the unit is measured by a system known as a WinCard.

职场诀窍是基础技能和职场能力的结合。如果没有强大的基础，就无法实现这些能力；但是这两者可以并且应该同时学习。即使客户粗鲁无礼，员工也应该通过对客户友好、开朗、微笑和礼貌来控制自己的内部行为。该装置的性能由WinCard系统测量。

4.2.11 The WIN Card:WIN卡

TGI Friday’s used ‘wincard’ which stands for ‘Whitbread in Numbers scorecard’. This is a communication tool that helps in bolster the performance. It uses the scorecard approach. Wincard measures a common set of scores across each unit, brand and at a group level. This enables employees to know better what they are doing and ensure that all employees are working towards the same company goal. It provides a reliable, tangible way of both motivating them individually and as a unit and identifying key areas for improvement.

TGI Fridays使用了“wincard”，代表“Whitbread in Numbers记分卡”。这是一种有助于提高绩效的沟通工具。它使用记分卡方法。Wincard在每个单元、品牌和团队级别上测量一组共同的分数。这使员工能够更好地了解自己在做什么，并确保所有员工都朝着同一个公司目标努力。它提供了一种可靠、有形的方式，既可以单独激励他们，也可以作为一个单位激励他们，并确定需要改进的关键领域。

This tracks performance on a monthly basis against the agreed target and an in-store wall chart which display to employees the year- to- date results and monthly results via a color coding system. A traffic light system measures these scores. Green measures a result if the performance is better than the anticipated performance. Amber measures a performance that is better than last year but worse than the anticipated financial plan. Red signifies a performance that is just getting worse.

这将根据商定的目标和店内挂图每月跟踪绩效，并通过彩色编码系统向员工显示年度最新结果和月度结果。交通灯系统测量这些分数。如果性能优于预期性能，则绿色表示结果。Amber衡量的业绩比去年好，但比预期的财务计划差。红色表示表现越来越差。

4.2.12 Guest Feedback:顾客反馈

Guest Feedback is an important component of TQM. Hospitality businesses do conduct these surveys to get hands on information about the customer’s experience. The questions asked are about the customer sense of well-being and the experience as an individual. These questions measure the emotional attachment of the guest with the brand. Companies like TGI Friday’s gain the feedback and ideas of their associate through these surveys. They empower their employees and they in turn try to score highly in guest and employee satisfaction surveys. It is a win-win situation. The recognition identifies the optimistic approach of the company. At Friday’s, recognition comes in different varieties ranging from the award of eye-catching pin badges to trips abroad for high performing management teams.

顾客反馈是TQM的重要组成部分。酒店业确实会进行这些调查，以获取有关客户体验的信息。所问的问题是关于客户的幸福感和个人体验。这些问题衡量客人对品牌的情感依恋。像TGI Fridays这样的公司通过这些调查获得了同事的反馈和想法。他们赋予员工权力，并在客人和员工满意度调查中获得高分。这是一个双赢的局面。这一认可表明了该公司的乐观态度。在TGI Fridays的颁奖典礼上，人们的认可来自不同的领域，从颁发引人注目的徽章到为高绩效管理团队出国旅行。

4.3 Customer Relation Management:客户关系管理

In today’s increasingly competitive market, it has become increasingly difficult for businesses to remain competitive. With an increase in competition, organizations are focusing more and more on increasing customer satisfaction, as it is the key to remain competitive in the market. In restaurant operations, such as TGI Fridays, it is projected that new customers cost 11 times more to generate than repeat customers (Sellers, 1990). These economic points of views for empowerment further reinforce claims that employee turnover and bureaucratic control systems will decrease operating costs.

在当今竞争日益激烈的市场中，企业越来越难以保持竞争力。随着竞争的加剧，企业越来越注重提高客户满意度，因为这是保持市场竞争力的关键。在餐厅运营中，如TGI Fridays，预计新顾客产生的成本是回头客的11倍。这些赋权的经济观点进一步强化了员工流动和官僚控制系统将降低运营成本的说法。

Quality is a strategic issue and many aspects of quality management entail strategic thinking within the organization about their customers and their requirements. The value of long term relationships in services marketing has only recently been known. External environments can alter rapidly and companies may not be able to change accordingly (Zacharakis et al, 1999). 

质量是一个战略问题，质量管理的许多方面需要组织内部对客户及其需求进行战略思考。长期关系在服务营销中的价值是最近才知道的。外部环境可能会迅速改变，公司可能无法相应改变。本站提供各国各专业Case Study写作指导服务，如有需要可咨询本平台。