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Customer satisfaction and organisational justice

Lisa Campbell (TCS Associate/Researcher at the School of Construction Management and Engineering, The University of Reading, Reading, UK)
Edward Finch (Lecturer, at the School of Construction Management and Engineering, The University of Reading, Reading, UK)

Facilities

ISSN: 0263-2772

Article publication date: 1 June 2004

Abstract

Applies organisational justice theory to facilities management with the aim of increasing customer satisfaction with the service received. Provides an overview of organisational justice theory, and reviews the numerous different forms that this may take. Although there is strong theoretical support for participative decision making, in practice it often leads to conflict and delays. Two‐way communication appears to represent the most effective form. The conclusions are based upon theoretical support as well as semi‐structured interviews and observations in an organisational setting. The conclusions drawn do not have the benefits of more objective quantitative research methods. Contributes to practical understanding of how to maintain customer satisfaction in the facilities management industry and the theoretical reasons why the proposed methods will be effective. Argues that the impact of organisational justice on employee satisfaction can be applied to customer satisfaction with specific reference to facilities management.

Keywords

Citation

Campbell, L. and Finch, E. (2004), "Customer satisfaction and organisational justice", Facilities, Vol. 22 No. 7/8, pp. 178-189. https://doi.org/10.1108/02632770410547543

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited