The Influence of it Incident Management and Training on Service Improvement: Does Organizational Dehumanization Have an Impact?

This study aims to identify the positive impact of training and incident management on service recovery performance and the negative impact of organizational dehumanization on service recovery performance. The results showed that training and incident management have a positive effect on service recovery performance. However, the moderation of organizational dehumanization does not have a significant effect on reducing service recovery performance but instead strengthens it. This research provides more understanding that the implementation of banking operations, including Islamic banking, must be carried out with strict regulations, including the affirmation of provisions that can be interpreted as a pattern of organizational dehumanization. However, to strengthen and accelerate the post-incident service recovery process, it must be supported by continuous and quality training.

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Publication Details

Journal
International Journal of Economics (IJEC)
Published
2024-10-16
DOI
https://doi.org/10.55299/ijec.v3i2.1084
Primary Topic
Organizational and Employee Performance
Type
article
Field-Weighted Citation Impact
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article

The Influence of it Incident Management and Training on Service Improvement: Does Organizational Dehumanization Have an Impact?

Sahlan Hasbi, Syafiq Mahmadah Hanafi
International Journal of Economics (IJEC)
Organizational and Employee Performance
article

The Influence of it Incident Management and Training on Service Improvement: Does Organizational Dehumanization Have an Impact?

Sahlan Hasbi, Syafiq Mahmadah Hanafi
article en

Abstract

This study aims to identify the positive impact of training and incident management on service recovery performance and the negative impact of organizational dehumanization on service recovery performance. The results showed that training and incident management have a positive effect on service recovery performance. However, the moderation of organizational dehumanization does not have a significant effect on reducing service recovery performance but instead strengthens it. This research provides more understanding that the implementation of banking operations, including Islamic banking, must be carried out with strict regulations, including the affirmation of provisions that can be interpreted as a pattern of organizational dehumanization. However, to strengthen and accelerate the post-incident service recovery process, it must be supported by continuous and quality training.

International Journal of Economics (IJEC)Vol. 3(2)
Sunan Kalijaga State Islamic University Yogyakarta (ID)
Openalex Percentile: Top 84%
Organizational and Employee Performance
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