Service management practice-performance model: a focus on training and listening practices

Teresa Brannick, Sean De Burca, Brian Fynes, Evelyn Roche, Sean Ennis

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)


Examines the complex relationship between listening and training practices and service performance by deconstructing an earlier model of service management developed by the London Business School and Warwick Business School in the UK. This research hypothesizes that the nature of the practice-performance relationship is far too complex to be represented by a total aggregated index of practice. Hence the composite practice index is decomposed into a listening and a training index. The concept of the "listening" organisation is employed as one facet, and training climate measured by employee training activities is a second facet. These two facets are related to service performance. Reports on empirical research, which investigated the link between listening, and training practices and service performance. The data obtained from a survey of 143 service organisations in the Republic of Ireland show a clear pattern. By taking listening practices, including information technology, as a holistic view of a constellation of information-related practice type factors, demonstrates that there is a close relationship with service performance. Extensive training activities enhance this relationship.
Original languageEnglish
Pages (from-to)394-403
Number of pages9
JournalJournal of European Industrial Training
Issue number8
Publication statusPublished - 2002


  • management
  • services
  • training
  • industrial training


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