Consumer Participation and Productivity in Service Operations

Operations managers have traditionally increased productivity by substituting machines for labor, simplifying work, and devising employee incentive plans. For services, the consumer represents an untapped productive resource. A service delivery system can be designed to permit greater consumer invol...

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Bibliographic Details
Published in:Interfaces (Providence) 1985-05, Vol.15 (3), p.60-67
Main Author: Fitzsimmons, James A
Format: Article
Language:English
Subjects:
Applications
ATMs
Banking
Banking services
Checks
Consumer economics
Consumers
Customer services
Customers
Financial transactions
Labor
marketing: buyer behavior
Participation
Point of sale
Productivity
Retail banking
Service industries
Sumer
Transactions
Citations: Items that cite this one
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Description
Summary:Operations managers have traditionally increased productivity by substituting machines for labor, simplifying work, and devising employee incentive plans. For services, the consumer represents an untapped productive resource. A service delivery system can be designed to permit greater consumer involvement in the production process thereby achieving productivity gains and revising the concept of employment.
ISSN:0092-2102
2644-0865
1526-551X
2644-0873
DOI:10.1287/inte.15.3.60