Barber Shop Case Study

As an undergraduate student, I wander what contribute university’s barber shop highly profits. Service-profit chain refers to employee work performance and assessment of customer for firm influence company profit outcome (Kamakura et al., 2002). In fact, it experiments effectiveness of service profit chain in many service businesses, such as banking, retail and hospital (Kim & Richarme, 2009). While there a few researches study in university barber shops, actually in university a number of students and they need to some related hair service, such as haircut. Nevertheless, the performance of barber shop is difference with each other, some shops earn more money. Hence, what drive university’s barber shop have different outcome, if the theory

Instead of organization management and constant development are the main drivers for a single organization performance, like leading grocery retailers in UK. It questions about my hypothesis, whereas it is possible to assume organization management link with employee satisfaction and generate customer loyalty. In addition, it is not easy to successful analyze how effective service profit chain can be utilized, because if the number of data is small the outcomes would not convince people well. While, access a plenty of data not easy successful, for example, to investigate nearly 8000 business units consequently it is failure to connect relationships, because it needs to constantly access data and process in several years (Hayes et al., 2002). Hence, it is necessary to study my research question to prove favourers and my hypothesis are current besides careful to collect data with appropriate

Morgan (2017) advocates measure staff satisfaction through staff engagement, because organizational engagement represents value added and employees willing to take responsibility. Thus, if they were in engagement means satisfied with them job, besides meaning, leadership, trust and respect, promotion opportunities, learning and development and pay, working conditions represent staff engagement (Penna, 2007). Consequently the questionnaire incorporated working environment, satisfaction of salary, employee promotion, leadership and management and working mood variables, according to 1-5 measurement a Likert scale. Additionally, for measuring employee loyalty refers to some special questions, how long have employee working here besides have ever consider job-hopping. Meanwhile, evaluate the barbershop by bad, so so, good and pretty good four level descriptions. Through combine outcomes of working time, option of job-hopping and evaluation of the shop I mark 1-5 scores to show degree of their