Operations change interactions in a service environment: Attitudes, behaviors, and profitability
研究在卡车运输终端实施运营管理变革（稳定管理、改善员工态度行为）的效果，发现员工态度虽未改善，但行为（离职率、缺勤率、事故率）和盈利能力提升，且员工对客户态度保持积极。
Abstract An attitudinal and behavioral change program was developed and implemented in a service operations function. Changes were (1) stabilizing operations management (reducing turnover) and (2) improving attitudes and behaviors of employees with strong union affiliations in a common carrier trucking terminal when compared to similar employees in a control terminal undergoing no planned change. Management turnover was reduced. Other results from the eighteen‐month longitudinal study indicated that employee attitudes in both groups remained negative toward work, management, and the company throughout the study period. Behaviors relating to attitudes — particularly turnover, absenteeism, and accident rates—improved at the experimental terminal, even though expressed attitudes remained negative. Operating efficiencies and profitability improved at the experimental terminal. It was found that these employees, pick‐up and delivery drivers, retain positive attitudes toward customers and customers the same toward them, in spite of the drivers' negative attitudes toward the company. The operative service employee appeared to discriminate between attitudes toward the company and the customer; the drivers' negative attiudes toward most everything (except the customer) not affecting the customer's perceptions of the driver or the company.