Relevant bibliographies by topics / Front office

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Front office'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Front office"

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Yuliana, Yuliana. "Pengaruh Trainee terhadap Kinerja Karyawan di Unit Front Office di Hotel X Ancol Jakarta." Binus Business Review 2, no. 1 (May 30, 2011): 226. http://dx.doi.org/10.21512/bbr.v2i1.1130.

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Front office (FO) is the poster image of a hotel. That is because this part of the first to welcome guests and can be regarded as the image of the hotel. Therefore, the officer who was in the front office should be able to serve guests with the best service so the guest will satisfaction can be realized and the image is formed with a good hotel. The existence of the front office as an image other than the hotel, as well as the information center. Customers only know part of this front office that can provide all the information you need, be it a hotel facilities as well as all information related to guest attractions such as location, schedule a show or concert. Hence, a front office staff should be kept up to date on the information circumstances surrounding the hotel and also the hotel. Officers in the unit front office should be able to well communicate and able to provide the needed of the guest. Because of limited number of employees, the trainees are very instrumental in petrified duties and responsibilities in the front office. Its presence will bring influence to the performance of employees in the front office.
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Huang, Qiubo, Qing Xia, and Rukmal Nishantha Weerasinghe. "A Knowledge Transfer Perspective on Front/Back-Office Structure and New Service Development Performance: An Empirical Study of Retail Banking in China." Interdisciplinary Journal of Information, Knowledge, and Management 16 (2021): 505–27. http://dx.doi.org/10.28945/4895.

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Aim/Purpose: The purpose of this study is to investigate the mechanism of the front/back-office structure affecting new service development (NSD) performance and examine the role of knowledge transfer in the relationship between front/back-office structure and NSD. Background: The separation of front and back-office has become the prevailing trend of the organizational transformation of modern service enterprises in the digital era. Yet, the influence of front and back-office separation dealing with new service development has not been widely researched. Methodology: Building on the internal social capital perspective, a multivariate regression analysis was conducted to investigate the impact of front/back-office structure on the NSD performance through knowledge transfer as an intermediate variable. The data was collected through a survey questionnaire from 198 project-level officers in the commercial banking industry of China. Contribution: This study advances the understanding of front/back-office structure’s influence mechanism on new service development activity. It reveals that knowledge transfer plays a critical role in bridging the impact of front and back-office separation to NSD performance under the trend of digitalization of service organizations. Findings: This study verified the positive effects of front/back-office social capital on NSD performance. Moreover, knowledge transfer predicted the variation in NSD performance and fully mediated the effect of front/back-office social capital on NSD performance. Recommendations for Practitioners: Service organizations should optimize knowledge transfer by promoting the social capital between front and back-office to overcome the negative effect organizational separation brings to NSD. Service and other organizations could explore developing an internal social network management platform, by which the internal social network could be visualized and dynamically managed. Recommendation for Researchers: The introduction of information and communications technology not only divides the organization into front and back-office, but also reduces the face-to-face customer contact. The impacts of new forms of customer contact to new service development and knowledge transfer between customer and service organizations call for further research. Along with the digital servitization, some manufacturing organizations also separate front and back-offices. The current model can be applied and assessed further in manufacturing and other service sectors. Impact on Society: The conclusion of this study guides us to pay attention to the construction of social capital inside organizations with front/back-office structure and implicates introducing and developing sociotechnical theory in front/back-office issue undergoing technological revolution. Future Research: As this study is based on the retail banking industry, similar studies are called upon in other service sectors to identify differences and draw more general conclusions. In addition, as the front and back-offices are being replaced increasingly by information technology such as artificial intelligence (AI), it is necessary to advance the research on front/back-office research with a new theoretical perspective, such as sociotechnical theory.
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Fitzgerald, Michael. "Managing front office operations." International Journal of Hospitality Management 10, no. 4 (January 1991): 387–88. http://dx.doi.org/10.1016/0278-4319(91)90024-c.

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Richardson, Clive. "Staffing the front office." OR Insight 4, no. 2 (April 1991): 19–22. http://dx.doi.org/10.1057/ori.1991.13.

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Bibhuti B Pradhan, Bibhuti B. Pradhan. "Management of Inn Front Office." International Journal of Mechanical and Production Engineering Research and Development 10, no. 3 (2020): 9549–56. http://dx.doi.org/10.24247/ijmperdjun2020909.

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Fakhri, Muhammad Reza, and Sri Marini. "THE INTERNAL COMMUNICATION IN HOTEL FRONT OFFICE DEPARTMENT." Journal : Tourism and Hospitality Essentials Journal 9, no. 1 (May 2, 2019): 45. http://dx.doi.org/10.17509/thej.v9i1.16989.

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This study aimed to find out the internal communication of front office department at Kytos Hotel Bandung. Communication is the important key in directing and coordinating of establishment. Poor communication of front office department will be impact to customer satisfaction and will decrease the revenue of the hotel. Problems arised in this research: 1) 1. How is the downward communication of front office department at Kytos Hotel Bandung?; 2) How is upward communication of front office department at Kytos Hotel Bandung?; and 3) How is horizontal communication of front office department at Kytos Hotel Bandung. The purpose of this research is to find out the downward communication, upward communication and horizontal communication of front office department at Kytos Hotel Bandung. The method used is a quantitative method. Observation, interviews, documentation, and questionnaires are used as a technique data collection. While the data analysis technique uses a Likert scale. Based on the results of the study, it can be seen that vertical communication (upward communication and downward communication) and horizontal communication performed by front office department at Kytos Hotel Bandung are still in the less category.
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Sayin, Kürşad. "The Effect of Communication Problems on Productivity in Hotel Operations: A Qualitative Application." Mednarodno inovativno poslovanje = Journal of Innovative Business and Management 11, no. 2 (November 16, 2019): 51–58. http://dx.doi.org/10.32015/jibm/2019-11-2-6.

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Front office department in hotel businesses generally consists of reception, reservation, switchboard operator and concierge departments in hotels. Communication with guests starts at reservation phase, it goes on with guest check in processes and ends with accommodation, check out and process after checking out briefly front office department is very important since it is the department which the guests are welcomed, hosted and sent off. Front office department also provides the communication within all the departments in the business. Realizing the processes in front office properly, enhancing the quality of services, raising the guest satisfaction and the increasing of the productivity of the staff all depends on the features of the communication. For that reason, an efficient communication with the other departments and the communication within the department for the productivity of the business is compulsory. Shortly, communication with other departments and the communication within the department in front office in hospitality businesses has a great importance. The sample for the study consists of 35 five-star hotel managers in Alanya, where tourism is very intense. Structure interview method is used in the study. Front office managers were asked to answer the questions, the answers were classified, their explanation about what means of communication was used with other departments and within front office, the reasons for the communication problems and its effects on the productivity was evaluated. Consequently, it was found out that all the front office manager know that the communication problems affect the productivity negatively. The fact that the problems of the communication do not only have a negative effect on front office activities but also on the all hotel activities was much obtained.
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Ni Made Ayu Purnami and Pande Agus Adiwijaya. "A GENDER-BASED ANALYSIS OF OBSERVANCE AND NON-OBSERVANCE OF CONVERSATIONAL MAXIMS IN FRONT OFFICE STAFF’S SPEECH AT RESTAURANTS IN UBUD DISTRICT." Getsempena English Education Journal 8, no. 1 (May 28, 2021): 1–13. http://dx.doi.org/10.46244/geej.v8i1.1148.

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This study was intended to investigate, describe and explain how conversational maxims are observed by the Front Office staff at restaurants in Ubud when they handle table reservation and what types of non-observance are committed by the Front Office staff in observing conversational maxims. The subjects were the Front Office staff at restaurants in Ubud district. The data for this naturalistic qualitative study were collected through observation and audio-recording which were then analyzed by using Paul Grice’s (1975) Cooperative Principle theory. In this research, there were 30 conversations of taking table reservation via telephone which were conducted by the front office staff at restaurants in Ubud sub-district when they handle table reservation. Generally, both male and female front office staff produced more observance of maxims than non-observance of maxims. The highest frequency of observance and non-observance of Gricean maxims produced by male front office staff was maxim of quantity (100%), then followed by flouting of maxims (62.5%), and infringing maxims (25%). The highest frequency of observance and non-observance of Gricean maxims produced by female front office staff was maxim of quantity (100%), then followed by flouting of maxims (68.1%), and infringing of maxims (9.0%). Moreover, there was no opting out of maxims and suspending of maxims occurred in the conversation. The utterances were obtained from 30 data in restaurant setting. In general, both male and female front office staff produced more observance of maxims than non-observance of maxims.
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Legros, Benjamin, Oualid Jouini, O. Zeynep Akşin, and Ger Koole. "Front-office multitasking between service encounters and back-office tasks." European Journal of Operational Research 287, no. 3 (December 2020): 946–63. http://dx.doi.org/10.1016/j.ejor.2020.04.048.

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Kartini, Luh Putu Ayunita, Ni Nyoman Triyuni, and Nyoman Mastiani Nadra. "Developing front office service as benchmarking at Discovery Kartika Plaza Hotel." Journal of Applied Sciences in Travel and Hospitality 4, no. 1 (March 11, 2021): 35–41. http://dx.doi.org/10.31940/jasth.v4i1.1931.

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The purpose of this research is to know the implementation of service attributes and the benchmark of Front Office Department at Discovery Kartika Plaza Hotel to develop the services quality in front office department. The method of the data collection applied for this research are participant observation, interview, questionnaire, guests comment and documentation. This research used 30 respondents of front office staffs and the data was analyzed qualitative descriptively. The result of the study identified that, the implementation of service attributes in all sections in front office department is very good and all sections have score more than 4,0. The benchmark is Guest Service Agent with average score 4.95 or 20.89%. The lowest section is Telephone Operator with average score 4.43 or 18.69% because during working not care with SOP, not implement the service attribute so well, and the staffs have less knowledge on IT. The front office department should do the improvement and development on the service quality and the attitude of the staff. As the benchmark, the Gust Service Agent has done many ways to improve the service quality. The best way to improve the service quality, the hotel can use the benchmark as the standard to find the best strategy and technic how to improve and develop the service quality of the front office department at Discovery Kartika Plaza Hotel. The Guest Service Agent as the benchmark in front office department should be maintain their service as standard of the other sections to develop the service quality in the front office department at Discovery Kartika Plaza Hotel.
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Dissertations / Theses on the topic "Front office"

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Mesquita, Rui Manuel Ribeiro. "Front e back office web para o dsd.av.it.pt." Master's thesis, Universidade de Aveiro, 2010. http://hdl.handle.net/10773/7545.

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Mestrado em Engenharia de Computadores e Telemática
Devido ao elevado n´umero de docentes existente no departamento e ao elevado n´umero de turmas que s˜ao necess´arias para o cada vez maior universo de alunos ligados ao Departamento de Electr´onica, Telecomunicac¸˜oes e Inform´atica (DETI) a elaborac¸˜ao da distribuic¸˜ao do servic¸o docente ´e cada vez mais complexa. Urge a criac¸˜ao de um componente na plataforma de Distribuic¸˜ao de Servic¸o Docente (DSD), que permita de uma forma r´apida e simples gerar uma distribuic¸˜ao dos docentes com base numa lista das preferˆencias de cada docente. Com base nessa necessidade surgiu a ideia de implementar um motor de intelig ˆencia artificial (AIE, de Artificial Intelligence Engine) respons´avel por essas func¸˜oes. Este documento comec¸a por avaliar as diferentes possibilidades de implementac¸˜ao de um AIE e a escolha da linguagem de programac¸˜ao que melhor possa implementar a soluc¸˜ao. Seguidamente ser´a feita uma breve descric¸˜ao da linguagem de programac¸˜ao escolhida. A descric¸˜ao e explicac¸˜ao de como o trabalho foi elaborado. Para finalizar seram apresentados os resultados obtidos e tamb´em problemas e dificuldades que inevitavelmente apareceram.
The increasing number of students in the last years in the Department of Electronics, Telecommunications and Informatics (DETI) has inevitably caused an increase in number of teachers required to meet the increasing number of class and office appointments. The task of distributing the teaching service within multiple spaces and scheduling requirements increased in complexity. It would be particularly helpful for the person in charge of this task to automate the generation of the teaching service distribution. Adding to this complexity, individual preferences and constraints must also be taken into account in the process. Such complexity called for the development of a module in the Teacher Distribution Service (DSD, acronym of Distribuic¸˜ao do Servic¸o Docente) platform to provide a fast and simple tool to complete the task. In this work we begin with an assessment of the different possibilities for developing an Artificial Intelligence Engine (AIE) and with the choice of the programming language that can best support the development of this application. Then a brief description of the language chosen to develop the application is given. Follows a complete description of the work I have developed. Next some ideas for future developments are put forward. To finalize a discussion of the achieved results and also the problems and difficulties that inevitably came up are going to be presented.
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Campos, David Emmanuel Marques. "Distribuição de serviço docente : back e front office web." Master's thesis, Universidade de Aveiro, 2008. http://hdl.handle.net/10773/2040.

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Mestrado em Engenharia de Computadores e Telemática
A evolução social conduziu a um forte desenvolvimento de novos conceitos e à necessidade de aquisição de conhecimento, reflectindo-se essencialmente no aumento da informação e na necessidade de formação individual. Assim, o número de alunos nas instituições universitárias aumentou consideravelmente, surgindo mais cursos e consequentemente a necessidade de mais docentes. Neste contexto, a complexidade e o número de tarefas necessárias para organizar as instituições universitárias também cresceu, tornando mais complicada a realização de todos os procedimentos internos sem o auxílio de ferramentas informáticas. O DETI (Departamento de Electrónica, Telecomunicações e Informática da Universidade de Aveiro) não foi excepção e começou a desenvolver aplicações capazes de suportar a sua organização interna. No entanto, a alta descentralização e a incoerência dos dados são factores presentes, tornando-se essencial o desenvolvimento de uma ferramenta capaz de centralizar e lidar com grande parte das tarefas executadas no departamento, auxiliando a distribuição de serviço docente. Este documento começa com o estudo detalhado do contexto onde a ferramenta desenvolvida será utilizada, definindo a base tecnológica mais apropriada. Posteriormente, é realizada uma análise cuidadosa de todas as tarefas que farão parte da aplicação, permitindo a definição do modelo do domínio, a base estrutural de toda a plataforma. Para permitir a interacção com os utilizadores, foram desenvolvidas interfaces Web inteligentes que tornam a execução dos procedimentos mais dinâmica e fácil. As soluções da plataforma foram testadas em serviço com utilizadores reais e processos reais realizados no DETI. Como consequência, a manutenção também foi um factor a tomar em conta. Toda a plataforma foi desenvolvida a pensar em futuras evoluções. Através da centralização de informação e da suportada extensibilidade das suas funcionalidades, abre as portas para a elaboração de um conjunto de tarefas que prometem trazer valor acrescentado à organização interna dos departamentos universitários. ABSTRACT: The social evolution conducted to a strong development of new concepts and knowledge requirements, which was mainly reflected in increased information and educational needs. So, the number of students on the educational institutions as grown, emerging more majors and consequently the need of more professors. In this context, the complexity and the number of tasks needed to organize the educational institutions increased, becoming very hard its arrangement without the support of informatic tools. DETI (Department of Electronics, Telecommunications and Informatics of University of Aveiro) was not an exception and started to develop applications capable of supporting organization. However, the high decentralization and incoherence of data are still present factors. Thus, the need to develop a platform capable of centralizing and dealing with most of the running tasks inside a department of a university appeared, helping the teaching distribution service. The work begins with a detailed study about the context where the developed tool will be used by defining the more appropriate technological base architecture. Furthermore, it is performed a careful analysis of all the tasks that will be part of the application in order to enable the definition of the domain model, the structural base of the whole platform. To allow the interactions with the users, intelligent Web interfaces were developed making the execution of procedures more dynamic and easy. The platform solutions were tested in-service with real users and timelines of processes running at DETI. As a consequence, the maintenance was also taken into account. The platform was developed keeping future evolutions in mind. Due to the centralization and supported extensibility of its functionalities, it opens the doors to the elaboration of a set of tasks that promise added value to the internal organization of the departments in a university.
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Brown, Lucian C. "Utilizing team time/talent assessment tool to reorganize front office training." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006brownl.pdf.

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Tyve, Mattias, and Kristoffer Törnblom. "Att identifera förändringsproblem vid processbaserad e-förvaltning." Thesis, Umeå University, Informatics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1736.

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Denna studies syfte är att synliggöra vilket förändringsarbete som sker inom den kommunala verksamheten när organisationer går från en hieraktiskt organisationsstruktur till en processinriktidad organisation. Studien genomfördes i en svensk kommun och fallstudie användes som metod. Den data som samlades in bestod av intervjuer av individer involverade i projektet, dokumentation och egna observationer. Analysen som gjordes på fallstudien utgick från fyra olika förändringsperspektiv. Genom perspektiven kan djupare förståelse skapas för det som händer i en organisation i förändring. Enligt studien ses förändringen som någonting positivt, men nya organisatoriska hinder uppstod till följd av det nya samarbetet. Bland annat strukturella problem på hur de olika organisationerna ska vara fristående men ändå samarbetande. Studien visar på att betrakta orgranisationen ur flera perspektiv kan ge djupare förståelse av vilka effekter det får på organisationen. Bland annat kan samma situation uttrycka sig annorlunda beroende från vilket perspektiv som betraktras. Vår slutsats är att kommunal verksamhet är komplex och mycket svår att förstå. Avtal mellan kundtjänst och förvalting kan ses som enkla instruktioner till kundtjänstpersonalen. Genom flerperspektivanalys kan dessa instruktioner få en ny innebörd och visa på oförutsedda effekter för hela organisationen.

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Naudé, Rosa-Anne. "Quality of work life of front office employees in selected accommodation establishments / Rosa Naudé." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4590.

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The South African hospitality industry, and more specifically the accommodation sector, is a booming industry within South African Tourism. Annually thousands of tourists, nationally and internationally, come to stay in accommodation establishments which offer a variety of services to guests (South Africa, 2009:499). What differentiates one accommodation establishment from another is the type and quality of service offered to guests. This service offered to guests can only be generated by manual labour, namely by employees. Front Office Employees in particular have direct and continual interaction with guests; Front Office Employees deliver the services required by guests and ultimately determine the satisfaction experienced by guests. A well–known saying goes "Happy workers make happy customers". The core of this saying is therefore that Front Office Employees, who experience a Quality of Work Life, will ultimately deliver exceptional service and lead the accommodation establishment to be more productive and more profitable. Quality of Work Life comprises a variety of life domains which need to be satisfied and fulfilled to result in an employer being happy. These life domains include Health and safety, Economic and family issues, Social issues, Esteem issues, Actualisation issues, Knowledge issues, Creativity and aesthetic issues, Feelings about the establishment, Management and Leisure issues. Satisfaction with these various life domains will therefore lead to a good Quality of Work Life and overall good Quality of Life being experienced. However, few studies have been conducted on the Quality of Work Life experienced within accommodation establishments and more specifically that of Front Office Employees. When employees experience a good Quality of Work Life, the accommodation establishment can expect various long–term advantages, such as higher employee productivity, lower turnover and absenteeism, increased loyalty and commitment towards the establishment and increased overall profitability. Hence in order to ensure accommodation establishments deliver excellent quality service to their guests and fulfil their needs entirely, it is essential to better understand the Front Office Employees who directly deal with the guests. This understanding can be gained by obtaining a clearer understanding of how Front Office Employees experience Quality of Work Life and the various life domains they are not satisfied with. By developing an in–depth knowledge of the Front Office Employee and how satisfied they are with their Quality of Work Life, greater satisfaction can be ensured, which will ultimately lead to the accommodation establishment being more productive and more profitable. The main goal of this study was to determine whether Front Office Employees are satisfied with their overall Quality of Work Life. In order to achieve this goal, the study comprises two articles. The research underpinning both of the articles was conducted at a specific South African resort group in June 2009 and a specific hotel group of South Africa in March 2010. A self–administrated questionnaire was distributed to the various units, according to an availability sampling method which focuses on respondents available and willing to fill in the questionnaire. A total of two hundred and ninety two (292) questionnaires were completed during the survey. From these questionnaires, data were obtained and results analysed. The first article was titled "Quality of Work Life: a comparative study of a resort group and hotel group Front Office Employees". The main purpose of this article was to determine whether Front Office Employees in the hotel group experience the same degree of Quality of Work Life as the resort group Front Office Employees. This article highlighted the importance of Front Office Employees, since they are the first and continual contact guests have with an accommodation establishment. These Front Office Employees therefore determine the type of service experienced by guests and the satisfaction they derive from it. In order for Front Office Employees to deliver quality service, the Front Office Employees should experience a Quality of Work Life. To achieve the objectives of this article, a Confirmatory Factor Analysis was first done to confirm the various life domains of Quality of Work Life as well as the various mean readings for each life domain. In addition to this, an independent t–test was performed to compare the Front Office Employees of the hotel group, with the resort group Front Office Employees with regard to how they experience their Quality of Work Life. The practical significance of the various life domains was determined in practice, by looking at the Cohen d–value. By means of the Confirmatory Factor Analysis it was determined that each life domain consisted of certain factors, ultimately leading to the concept of Quality of Work Life. With the comparison drawn between the hotel group Front Office Employees and the resort group Front Office Employees can it be accepted that the hotel group Front Office Employees are more satisfied with their Quality of Work Life than is the case with the resort group Front Office Employees. The life domains identified as having a practical visible difference effect in practice were determined. These results can therefore be utilized by human resource managers in accommodation establishments as areas on which to focus in order to improve the Quality of Work Life offered to Front Office Employees and thus the quality of service rendered to guests, which would then inevitably have an impact on the profitability of the establishment. The second article was titled "The effect of leisure life of hotel group Front Office Employees on their Quality of Work Life." The main purpose of this article was to determine the overall effect of leisure life, which is classified as one of the life domains of Quality of Work Life, on the various other life domains of Quality of Work Life. The life domain Leisure life had two factors which were identified by a confirmatory factor analysis. Once the factors had been confirmed, the relationship between Leisure life and the various other life domains were determined. The results of this research revealed that there is a relationship between leisure life and the other various life domains constituting Quality of Work Life. Hence the results are imperative for human resource managers of accommodation establishments, as the importance of leisure in Front Office Employees' lives as well as the various other life domains on which it has an impact have been indicated. Overall, the research revealed that Front Office Employees of the hotel group are more satisfied with their Quality of Work Life than is the case with the Front Office Employees of the resort group. Furthermore, the importance of Front Office Employees' leisure life was indicated by the relationship it has with the various other life domains, ultimately leading to a Quality of Work Life. This newly obtained knowledge of Front Office Employees of accommodation establishments can be applied by human resource managers in an effort to ensure that these employees experience a good Quality of Work Life which will lead the accommodation establishment to be more productive, efficient and profitable due to happier employees.
Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2011.
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Barrington, Melvin Norman. "A validation study of service complexity measures for employees in the hotel/motel front office." Diss., Virginia Polytechnic Institute and State University, 1987. http://hdl.handle.net/10919/74752.

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In spite of the increasing importance of the service industry, it has failed to receive much attention from researchers. This lack of attention is especially true of the hospitality segment of the service industry, and consequently, almost no attention has been paid specifically to hotels and motels. This study explores the possible reasons for poor or inadequate service by attempting to first identify the important complexity variables of service, and second to evaluate how those variables relate to employee attitudinal reactions to their job. A total of sixteen job characteristics, theorized to have a positive effect on service complexity, were empirically tested against attitudinal reactions measures. The data was collected from 212 front office employees in 25 different hotels and motels. This study modified and evaluated an instrument (The Job Diagnostic Survey) that may be used to measure both complexity and attitudinal reaction variables. The modifications included the addition of nine new complexity variables. The results concluded that the modified instrument was internally reliable at an acceptable level for new research, and that there was strong evidence to support content validity and nomological validity measures which tended to favor the original variables over the newly proposed complexity variables. Implications of this study highlight the fact that there is considerable uncertainty in the measurement of hotel/motel service operations. Therefore, additional research is necessary to more completely define the characteristics of service complexity and then to measure its effects on employee attitudes.
Ph. D.
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Fernandes, Iara Canabarro. "A INFLUÊNCIA DO PESSOAL DA LINHA DE FRENTE (FRONT OFFICE) NA SATISFAÇÃO DO CLIENTE NUMA AGÊNCIA BANCÁRIA." Universidade Federal de Santa Maria, 2008. http://repositorio.ufsm.br/handle/1/8075.

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The service companies have been suffering, in the last years deep modifications deriving from factors such as the globalization, competitiveness, technological progress and the consumer's new profile, more demanding and conscious about his rights. These factors had forced the service organizations to search for information about their customers' preferences, mainly, when it is about financial institutions that represent accelerated transformations in the market. The main objective of this work is to evaluate the interaction between the customer and the service providers with the purpose of proposing suggestions of improvement in the quality of services and to contribute with information that might be indeed useful, capable to trigger improvement actions in the level of bank agencies. So through a research of quantitative because they emphasize the casual relationship between variables and not processes. The investigation is intentionally inserted in a structure of free value. The results showed that l general the customers are satisfied with services provided by the bank agency. On the other hand, we can see the difference when compared the employees' perception with the customers, for example, about the patience and objectivity ", the employees affirm that 25,0% of customers are satisfied, while the customers' perception, related to satisfaction is 35,0%. Therefore, the employees of front line interact directly with customers, but, they don't get to notice this satisfaction.
As empresas de serviço têm sofrido, nos últimos anos, profundas modificações decorrentes, sobretudo, de fatores como a globalização, a competitividade, os avanços tecnológicos e o novo perfil do consumidor, mais exigente e consciente de seus direitos. Estes fatores têm forçado as organizações de serviços buscarem informações sobre preferência de seus clientes, principalmente, quando se trata de instituição financeira que apresenta transformações aceleradas no mercado. O objetivo principal, deste trabalho é avaliar a interação entre o cliente e o prestador de serviço com a finalidade de propor sugestões de melhoria na qualidade dos serviços e contribuir com informações que possam ser efetivamente úteis capazes de desencadear ações de melhoria ao nível de agências bancárias. Assim, através de uma pesquisa de natureza qualitativa, classificada também como descritiva, uma vez que a realização deste estudo se baseou na opinião de pessoas relacionadas diretamente com o trabalho desenvolvido; e quantitativa, pois enfatizam o relacionamento causal entre variáveis e não entre processos. A investigação é intencionalmente inserida em uma estrutura de livre valor. Os resultados mostraram que de modo geral os clientes estão satisfeitos com os serviços prestados pela agência bancária. Por outro lado, percebe-se a diferença quando comparada percepção dos funcionários com a de clientes, por exemplo, quanto à paciência e objetividade , os funcionários afirmam que, 25,0% dos clientes se encontram satisfeitos, enquanto que à percepção dos clientes, quanto à satisfação é de 35,0%. Portanto, os funcionários da linha de frente, interagem diretamente com os clientes, mas não conseguem perceber esta satisfação.
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Mebarki, Lamine. "Communautés de pratique et performance dans les relations de service, cas des "front-office" : Quels enseignements pour la GRH ?" Thesis, Aix-Marseille 2, 2011. http://www.theses.fr/2011AIX24017.

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Depuis leur identification comme structures favorisant l’apprentissage et le transfert de connaissances entre les membres de l’organisation, les Communauté de Pratique (CP) ont attiré l’attention de plusieurs praticiens en management, mais aussi des chercheurs qui ont mis en avant leurs rôles opérationnels dans les organisations (Lave et Wenger 1991 ; Brown et Duguid, 1991 ; Wenger 1998 ; Smith et Farquhar 2000 ; Lesser et Stork 2001 ; Mc Dermott 2002 ; Guérin 2005 ; Schenkel et Teigland, 2008 ; Hemmasi et Csanda, 2009), et d’autres se sont efforcés à identifier leurs caractéristiques épistémiques et structurelles (Wenger 1998 ; Chanal 2000 ; Cohendet et al., 2003 ; Blunt, 2003 ; Josserand et St Leger, 2004 ; Guérin 2005 ; Thompson 2005.). Cependant, il existe peu d’études systématiques sur la contribution des Communautés de Pratique (CP) à la performance de leurs membres. Ce lien reste encore à caractériser. Ceci a amorcé donc notre volonté pour nous pencher sur ce sujet. La CP est toujours présentée comme émergente et ancrée dans l’organisation dans laquelle elle évolue. Son émergence est principalement expliquée par l’écart qui existe dans les organisations entre le travail prescrit et le travail réel auquel les salariés font face (Lave et Wenger, 1991 ; Brown et Duguid 1991 ; Wenger, 1998 ; Schenkel et Teigland, 2008). Notre petite expérience en tant que salarié dans le front-office d’une organisation de service nous a permis de constater ledit écart et nous avons commencé alors à nourrir notre réflexion à propos de ce contexte. Les théoriciens s’intéressant aux entreprises de service ont présenté le contexte de ces dernières comme marqué par des situations multiples et variées, imprévisibles et délicates à gérer. C’est ce qui provoque un écart entre ce qui est prescrit par les règles organisationnelles et le travail réel tel que réalisé par les agents. En d’autres termes, les modes opératoires prescrits ne couvrent pas toutes les situations possibles et se montrent parfois incapables de résoudre certains problèmes. L’instabilité des situations qui provoque cet écart dans le contexte des relations de service, est due et imputée essentiellement à la participation du client au processus d’élaboration de service : la « coproduction » du service (Eiglier et Langeard, 1987 ; Hatchuel, 1996 ; Gadrey 1996 et 2002 ; Hanique et Jobet, 2001 ; Pichault et Zune, 2000 ; David, 2001 ; Bouzit, 2001 ; Hubault et Bourgeois, 2001 ; Zarifian, 2002 ; Jeantet, 2003, etc.). Ce contexte des relations de service nous a semblé particulièrement pertinent pour mener notre analyse relative aux CP. Toutefois, la multiplication des divisions dans les entreprises de service (front-office et back-office) rendait difficile d’aborder les relations de service dans leur globalité. Ceci nous a conduit à délimiter notre terrain et à centrer notre étude davantage sur une des sphères la composant. Nous avons alors choisi de nous intéresser à l’univers des front-office. Enfin, et étant donné que notre thèse s’inscrit dans les sciences de gestion, et plus précisément dans le volet relatif à la Gestion des Ressources Humaines (GRH), nous avons alors pensé à tirer quelques enseignements pour les pratiques de GRH dans les organisations. En fait, il s’agit d’une tentative de rapprochement du concept de CP et la GRH qui donne une certaine originalité à notre travail. Ceci nous permet de sortir un peu du courant commun et dominant dans le champ d’étude des CP, où les contributions sont souvent inscrites essentiellement dans l’approche du management des connaissances dans les organisations
The Communities of Practice (CP) are identified as conductive structures for learning and knowledge transfer between members of the organization. Besides practitioners in management, many researchers were interested in these groups. Some have highlighted their operational roles in organizations (Lave et Wenger 1991 ; Brown et Duguid, 1991 ; Wenger 1998 ; Smith et Farquhar 2000 ; Lesser et Stork 2001 ; Mc Dermott 2002 ; Guérin 2005 ; Schenkel et Teigland, 2008 ; Hemmasi et Csanda, 2009), and others have tried to identify their structural and epistemic characteristics (Wenger 1998 ; Chanal 2000 ; Cohendet et al., 2003 ; Blunt, 2003 ; Josserand et St Leger, 2004 ; Guérin 2005 ; Thompson 2005.). However, the link between such communities and employee performance is seldom investi¬gated, especially in service firms. This has encouraged us to conduct our study on the relationship between CP and member’s performance in the context of service relationships and more specifically in the front office of these companies. Furthermore, our thesis is part of the Human Resource Management sciences, and we aim to draw some lessons for HRM practices in organizations. This is an attempt to bring the concept of CP and HRM that gives a certain originality in our work. This allows us to get some current common and dominant in the field of study of CP, where contributions are often recorded mainly in the approach to Knowledge Management in organization. • Our problemOur problem is based on the understanding and analysis of the CP's links with the performance of its members. The CP does contribute to the performance of its members in service relationships? To develop these questions, we decided to decompose it as follows:- Is there link between membership of an employee to a CP and its performance in the context of service relationships?- If this link exists, how this last one is built? What are the different mechanisms by which it was constuct in service relationships?- If this link exists, what are the lessons that may have drawn some HRM practices in organizations? • Our Method Following several authors’ advices, we turned in our empirical part to the case study approach. Un empirical work investigating a contemporary phenomenon in its context of real life (Yin, on 1994; Eisenhardt, on 1989 ; Baumard and Ibert, on 1998; Hoepfl, on 2007; Giordano, 2003) Our study is led in the front-office of two public organizations and in a bank (private sector). Eight units composing these devices of reception were studied : four call centers and four reception desks. Our study revealed interesting results. They have greatly enriched the knowledge in the various areas covered, as well as lessons for certain practices in organizations
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Mebarki, Lamine. "Communautés de pratique et performance dans les relations de service, cas des "Front-Office". Quels enseignement pour la GRH ?" Phd thesis, Université de la Méditerranée - Aix-Marseille II, 2011. http://tel.archives-ouvertes.fr/tel-00695984.

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Depuis leur identification comme structures favorisant l'apprentissage et le transfert de connaissances entre les membres de l'organisation, les Communauté de Pratique (CP) ont attiré l'attention de plusieurs praticiens en management, mais aussi des chercheurs qui ont mis en avant leurs rôles opérationnels dans les organisations (Lave et Wenger 1991 ; Brown et Duguid, 1991 ; Wenger 1998 ; Smith et Farquhar 2000 ; Lesser et Stork 2001 ; Mc Dermott 2002 ; Guérin 2005 ; Schenkel et Teigland, 2008 ; Hemmasi et Csanda, 2009), et d'autres se sont efforcés à identifier leurs caractéristiques épistémiques et structurelles (Wenger 1998 ; Chanal 2000 ; Cohendet et al., 2003 ; Blunt, 2003 ; Josserand et St Leger, 2004 ; Guérin 2005 ; Thompson 2005.). Cependant, il existe peu d'études systématiques sur la contribution des Communautés de Pratique (CP) à la performance de leurs membres. Ce lien reste encore à caractériser. Ceci a amorcé donc notre volonté pour nous pencher sur ce sujet. La CP est toujours présentée comme émergente et ancrée dans l'organisation dans laquelle elle évolue. Son émergence est principalement expliquée par l'écart qui existe dans les organisations entre le travail prescrit et le travail réel auquel les salariés font face (Lave et Wenger, 1991 ; Brown et Duguid 1991 ; Wenger, 1998 ; Schenkel et Teigland, 2008). Notre petite expérience en tant que salarié dans le front-office d'une organisation de service nous a permis de constater ledit écart et nous avons commencé alors à nourrir notre réflexion à propos de ce contexte. Les théoriciens s'intéressant aux entreprises de service ont présenté le contexte de ces dernières comme marqué par des situations multiples et variées, imprévisibles et délicates à gérer. C'est ce qui provoque un écart entre ce qui est prescrit par les règles organisationnelles et le travail réel tel que réalisé par les agents. En d'autres termes, les modes opératoires prescrits ne couvrent pas toutes les situations possibles et se montrent parfois incapables de résoudre certains problèmes. L'instabilité des situations qui provoque cet écart dans le contexte des relations de service, est due et imputée essentiellement à la participation du client au processus d'élaboration de service : la " coproduction " du service (Eiglier et Langeard, 1987 ; Hatchuel, 1996 ; Gadrey 1996 et 2002 ; Hanique et Jobet, 2001 ; Pichault et Zune, 2000 ; David, 2001 ; Bouzit, 2001 ; Hubault et Bourgeois, 2001 ; Zarifian, 2002 ; Jeantet, 2003, etc.). Ce contexte des relations de service nous a semblé particulièrement pertinent pour mener notre analyse relative aux CP. Toutefois, la multiplication des divisions dans les entreprises de service (front-office et back-office) rendait difficile d'aborder les relations de service dans leur globalité. Ceci nous a conduit à délimiter notre terrain et à centrer notre étude davantage sur une des sphères la composant. Nous avons alors choisi de nous intéresser à l'univers des front-office. Enfin, et étant donné que notre thèse s'inscrit dans les sciences de gestion, et plus précisément dans le volet relatif à la Gestion des Ressources Humaines (GRH), nous avons alors pensé à tirer quelques enseignements pour les pratiques de GRH dans les organisations. En fait, il s'agit d'une tentative de rapprochement du concept de CP et la GRH qui donne une certaine originalité à notre travail. Ceci nous permet de sortir un peu du courant commun et dominant dans le champ d'étude des CP, où les contributions sont souvent inscrites essentiellement dans l'approche du management des connaissances dans les organisations. Pour réaliser ce rapprochement, nous avons emprunté certaines notions issues de la théorie des CP pour tenter de les intégrer dans certaines problématiques du champ de la GRH. Notre but est d'essayer de proposer quelques perspectives (innovantes) pour enrichir la connaissance dans ce champ et pour améliorer les pratiques dans cette fonction qui gère l'emploi et plus rarement les pratiques professionnelles quotidiennes des employés. Les différents éléments présentés ci-dessus nous ont encouragé à mener notre étude à propos du lien entre les CP et la performance de leur membres, dans le contexte des relations de service et plus précisément dans les front-office de ces entreprises, avec l'espoir d'en tirer quelques enseignements pour la GRH dans les organisations. * Objet et objectifs de la recherche L'objet de notre recherche s'articule autour du lien qu'entretient la CP avec la performance de ses membres. Notre objectif visé ici est triple : - Décrire et analyser l'émergence des CP dans le contexte organisationnel des relations de service ; - Comprendre et expliciter si ces CP dans les entreprises de service contribuent à la performance de leurs membres ; - Enfin, tenter de tirer certains enseignements pour la GRH, tant sur le plan conceptuel qu'opérationnel. * Notre problématique Notre problématique s'articule autour de l'appréhension et l'analyse des liens qu'entretient la CP avec la performance de ses membres. La CP contribue-t-elle à la performance de ses membres dans les relations de service ? Pour développer ce questionnement, nous avons décidé le décomposer comme suit :  Existe-il un lien entre l'appartenance d'un salarié à une CP et son niveau de performance dans le contexte des relations de service ?  Si ce lien existe, comment ce lien est-il construit ? Quels sont les différents mécanismes qui permettent sa construction dans les relations de service ?  Si ce lien existe, quels sont les enseignements que l'ont peut tirer pour certaines pratiques de GRH dans les organisations ? * Notre méthodologie Visant à étudier et explorer un phénomène particulier dans un contexte déterminé, nous avons recouru dans notre démarche à l'approche qualitative (Yin, 1994 ; Baumard et Ibert, 1998 ; Hoepfl, 2007). En effet, notre objet d'investigation s'articule autour du phénomène des CP et du travail des agents (la coproduction) dans les relations de service, dans le but d'appréhender si et comment l'émergence de ces CP peuvent contribuer à la performance de leurs membres dans leur activité quotidienne. Ceci plaide pour le recours à l'approche qualitative, dans le sens où cette approche est particulièrement intéressante pour rechercher les significations et comprendre des activités dans des situations uniques et/ou fortement contextualisées (Giordano, 2003). En suivant les conseils de plusieurs auteurs, nous avons recouru dans notre partie empirique au dispositif de l'étude de cas, c'est-à-dire à un travail empirique investiguant un phénomène contemporain dans son contexte de vie réelle (Yin, 1994 ; Eisenhardt, 1989 ; Baumard et Ibert, 1998 ; Hoepfl, 2007; Giordano, 2003 ; ). L'étude de cas peut être unique ou multiples (Eisenhardt, 1989 ; Yin 1994, 2009 ; Wacheux, 2005). En ce qui nous concerne, nous avons choisi de procéder à une étude de cas multiples afin de pouvoir comparer les cas (Yin 1994) et ainsi favoriser la génération de théories ou la confirmation de théories susceptibles d'être généralisées (Roussel et Wacheux, 2005). Notre étude est menée dans les front-office de deux organisations ayant un statut d'établissements parapublics et dans une banque (secteur privé). Huit unités composant ces dispositifs d'accueil ont été étudié : Quatre centres d'appels et quatre guichets. Les résultats obtenu de notre étude se présentent comme particulièrement intéressants. Ils ont permis d'enrichir considérablement les connaissances dans les différents domaines abordés, ainsi que de tirer des enseignements pour certaines pratiques dans les organisations.
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Kuhn, Sarah. "From the back office to the front lines : the computer software development labor process in a changing business environment." Thesis, Massachusetts Institute of Technology, 1987. http://hdl.handle.net/1721.1/17211.

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Books on the topic "Front office"

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Kasavana, Michael L. Front office procedures. 4th ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1995.

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Front office nurse. Waterville, Me: Thorndike Press, 2004.

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Kasavana, Michael L. Front office procedures. 5th ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1998.

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Kasavana, Michael L. Front office procedures. 5th ed. East Lansing, Mich: Educational Institute, American Hotel & Motel Association, 1998.

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Hotel front office. London: Hutchinson, 1985.

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Managing front office operations. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1985.

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Kasavana, Michael L. Managing front office operations. 4th ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1995.

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Steadmon, Charles E. Managing front office operations. 2nd ed. East Lansing, Mich: Educational Institute of the American Hotel & Motel Association, 1988.

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Kasavana, Michael L. Managing front office operations. 6th ed. Lansing, Mich: Educational Institute, American Hotel & Lodging Association, 2001.

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H, Woods Robert, ed. Professional front office management. Upper Saddle River, NJ: Pearson/Prentice Hall, 2006.

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Book chapters on the topic "Front office"

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Chowdhury, Rashed A. "Front Office Concepts." In Building a Salesforce-Powered Front Office, 145–78. Berkeley, CA: Apress, 2021. http://dx.doi.org/10.1007/978-1-4842-6676-2_8.

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Sutherland, Andrew, and Jason Court. "The Structure of an Investment Bank." In The Front Office Manual, 1–30. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_1.

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Sutherland, Andrew, and Jason Court. "Corporate Bonds, Credit Spreads and Credit Default Swaps." In The Front Office Manual, 187–205. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_10.

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Sutherland, Andrew, and Jason Court. "Vanilla Options." In The Front Office Manual, 206–36. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_11.

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Sutherland, Andrew, and Jason Court. "More Vanilla Options." In The Front Office Manual, 237–56. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_12.

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Sutherland, Andrew, and Jason Court. "Vanilla Interest Rate Options." In The Front Office Manual, 257–86. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_13.

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Sutherland, Andrew, and Jason Court. "Interest Rate Swaps." In The Front Office Manual, 31–50. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_2.

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Sutherland, Andrew, and Jason Court. "An Introduction to the Interest Rate Yield Curve." In The Front Office Manual, 51–66. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_3.

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Sutherland, Andrew, and Jason Court. "The Mechanics of Simple Yield Curve Construction." In The Front Office Manual, 67–96. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_4.

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Sutherland, Andrew, and Jason Court. "Discount and Forward Interest Rate Curves." In The Front Office Manual, 97–115. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137030696_5.

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Conference papers on the topic "Front office"

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Bhide, Suhas M. "Front office transformation." In the 6th India Software Engineering Conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2442754.2442755.

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Balushi, Abdulnabi, and Xavier Shelton Jeganathan. "PDO Front End Engineering and Design (FEED) Office." In SPE Middle East Oil and Gas Show and Conference. Society of Petroleum Engineers, 2009. http://dx.doi.org/10.2118/120289-ms.

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Futo, I. "A general purpose front-office system for eGovernment communications." In 28th International Conference on Information Technology Interfaces, 2006. IEEE, 2006. http://dx.doi.org/10.1109/iti.2006.1708502.

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Putra, I. Nyoman Bayu Citha, Irene Hanna H. Sihombing, and Putu Gede Eka Darmaputra. "The Effect of Work Stress on Front Office Employees Performance." In The International Conference on Business and Management Research (ICBMR 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201222.041.

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"Computer Sales and After-sales Service System -- Front Office Management Subsystem." In 2018 5th International Conference on Electrical & Electronics Engineering and Computer Science. Francis Academic Press, 2018. http://dx.doi.org/10.25236/iceeecs.2018.026.

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Putra, I. Gusti agung Sadnyana, Ni Wayan Wahyu Astuti, and I. Nyoman Kanca. "Web Based Application for Competency Test Management of Front Office Manager Occupation." In International Conference on Applied Science and Technology on Social Science (ICAST-SS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210424.038.

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Mehra, Neha, Sandhya Rani, Promila Sharma, and Pratibha Joshi. "Ergonomic Assessment of Activities of Front Office Worker in Selected Hospitality Units and Record Related Health." In Applied Human Factors and Ergonomics Conference. AHFE International, 2019. http://dx.doi.org/10.54941/ahfe100150.

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Often when we imagine the kind of workers who get workplace injuries, we think of those who need to exert a lot of physical energy on the job. It is true that employees in these work environments may be at greater risk for injury, but office workers are also at risk. Front Office work is rapidly changing, as new developments in computer technology come along which can make our jobs easier, but which also can present new problems for both management and employees. There is enough information contained here to allow a single employee to set up their own workstation to suit the way they work. This paper provides with the information and tools necessary to analyze office jobs related health problems. A descriptive research enumerates the existing conditions in which the researcher has no control over the variables and can report only actual conditions. The interview schedule was found to be an appropriate tool, which would adequately gather information pertaining to research work. Considering the objective of the study, research was carried out at Pancham Hotel of Bareilly. A sample size is a definite plan for obtaining a sample from a given population. Total sample sizes of 30 were selected. Many office injuries are caused by the repetitive tasks that put strain on our muscles and joints. There are several health related problems faced by office workers which affect their daily working schedule such as chronic back pain, gastric bronchial, asthma, diabetes, depression, arthritis, anaemia and headache. Sixty percent respondents quite seldom suffered from digestion difficulties whereas 12 percent respondents quite often and only 16 percent respondent almost always suffered from digestion difficulties. Several research studies reveals that gastrointestinal complaints of gastric upset, gas, constipation, poor eating etc. are strongly correlated with front office work.
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Barker, Samantha, and Jimmy Twin. "4G.001 Improving worker mental wellness – from the office to front line workers." In Virtual Pre-Conference Global Injury Prevention Showcase 2021 – Abstract Book. BMJ Publishing Group Ltd, 2021. http://dx.doi.org/10.1136/injuryprev-2021-safety.119.

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D Formento, Felipe, Leticya S P da Silva, Lincoln Melo, Marciléia A O Montes, and Dayse Mendes. "O USO DO FLEXSIM® NA MELHORIA DE SISTEMAS DE FRONT OFFICE DE FAST-FOOD." In Anais do V Simpósio de Engenharias e Tecnologia. ,: Even3, 2021. http://dx.doi.org/10.29327/vsimposioengetec.323875.

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Belias, Dimitrios, and Nikolaos Trihas. "Human Resource Training of Front Office Employees and Change Management in Hospitality Sector during Crisis." In 4th International Conference on Finance, Economics, Management and IT Business. SCITEPRESS - Science and Technology Publications, 2022. http://dx.doi.org/10.5220/0011060000003206.

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Reports on the topic "Front office"

1

Miller, Marisa L., Jennifer K. Phillips, Melinda D. Gomez, and Phillip Finerson. Front-End Analysis Methods for the Noncommissioned Officer Education System. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ada578233.

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O’Brien, Tom, Deanna Matsumoto, Diana Sanchez, Caitlin Mace, Elizabeth Warren, Eleni Hala, and Tyler Reeb. Southern California Regional Workforce Development Needs Assessment for the Transportation and Supply Chain Industry Sectors. Mineta Transportation Institute, October 2020. http://dx.doi.org/10.31979/mti.2020.1921.

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COVID-19 brought the public’s attention to the critical value of transportation and supply chain workers as lifelines to access food and other supplies. This report examines essential job skills required of the middle-skill workforce (workers with more than a high school degree, but less than a four-year college degree). Many of these middle-skill transportation and supply chain jobs are what the Federal Reserve Bank defines as “opportunity occupations” -- jobs that pay above median wages and can be accessible to those without a four-year college degree. This report lays out the complex landscape of selected technological disruptions of the supply chain to understand the new workforce needs of these middle-skill workers, followed by competencies identified by industry. With workplace social distancing policies, logistics organizations now rely heavily on data management and analysis for their operations. All rungs of employees, including warehouse workers and truck drivers, require digital skills to use mobile devices, sensors, and dashboards, among other applications. Workforce training requires a focus on data, problem solving, connectivity, and collaboration. Industry partners identified key workforce competencies required in digital literacy, data management, front/back office jobs, and in operations and maintenance. Education and training providers identified strategies to effectively develop workforce development programs. This report concludes with an exploration of the role of Institutes of Higher Education in delivering effective workforce education and training programs that reimagine how to frame programs to be customizable, easily accessible, and relevant.
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Interior new War Loan offices, April 1920: Front Office, Ground floor. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-001718.

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Head Office - Extensions 1931-1933: Construction showing formation front ground floor. Reserve Bank of Australia, March 2022. http://dx.doi.org/10.47688/rba_archives_pn-000950.

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5

Commonwealth Bank - Interior new War Loan offices, April-May, 1920: Front office, Ground floor (plate 198). Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-001717.

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6

Head Office Building - January 1963-January 1965 - Front steps and sculpture outside new Head Office building - 16 January 1965. Reserve Bank of Australia, September 2022. http://dx.doi.org/10.47688/rba_archives_pn-011576.

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7

Premises - Head Office 65 Martin Place - Exterior - Front of building taken from Martin Place - 14 February 1966. Reserve Bank of Australia, September 2022. http://dx.doi.org/10.47688/rba_archives_pn-002379.

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Head Office, 65 Martin Place - Construction - Margel Hinder working on sculpture in front of Building - 27 October 1964. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-003521.

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9

London - 36-41 New Broad St.: Senior officers and Australian soldiers in front of, 1916. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-000293.

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