|M.Sc Student||Fruchter Daniel|
|Subject||Symbolism of the Reception Area of an Organization as an|
Instrument for Implementing Quality Service as an
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Anat Rafaeli|
Acceptance of organizational goals as ones own can have a direct influence on employee performance, jobs satisfaction and job commitment (Erez & Zidon, 1984; Vancouver & Schmitt, 1999). A strategy for implementing quality service as an organizational goal is suggested. The strategy involves using symbolism of the organizational physical environment as a means of communicating non-verbal messages about the organizational goals (Bitner, 1992). Messages that reflect a goal of quality service are suggested to enhance the implementation of this goal among organization members. The strategy was tested in a field study, in an Israeli chain of dental clinics. The organization introduced a change in the physical environment of the reception area of its clinics as part of a process for implementing quality service as a key organizational goal. The research hypothesis was that changing the physical environment in a way that communicates messages and meanings of quality service would enhance the implementation of quality service goal among employees. The hypothesis was confirmed in two interdependent tests: (a) an open ended questionnaire, which was developed to identify employees’ perception of key organizational goals. (b) a multiple choice questionnaire that measures implementation of quality service as an organizational goal. Both tests established that when the reception area symbolized quality service employees saw quality service as a key organizational goal. Practical implications are suggested for the finding including differentiation of the organization and employee socialization. A key weakness of the suggested strategy - the subjective interpretation of symbols, is discussed. Public symbols and central environments are suggested as a method to improve effectiveness.