Mystery shopping programmes and human resource management
Mystery shopper programmes are defined as a tool for evaluating and improving customer service. The development and implementation of a mystery shopper programme is discussed as a sequence of related steps closely linked to human resource management and employee involvement. The process begins with setting the objectives of the programme and ends with rewarding behaviour and implementing change. Employee participation is seen as paramount to the success of the programme in all stages of its development. This involvement avoids shoppers being seen as spies by employees. Employees need to know what points they will be evaluated on and the expected company standards of performance. The results of shopping programmes should be used to provide diagnostic information on service delivery rather than as performance appraisals of individual employees.
Why and how to mystery shop your reference desk
Purpose – The aim of this paper is to document how two university libraries determined whether mystery shopping is an effective and statistically feasible instrument for evaluating customer service at public service desks.Design/methodology/approach – Mystery shopping exercises were conducted at both libraries during the 2008 spring and fall semesters. Trained mystery shoppers recorded staff behaviors and the answers given to their reference questions and open‐ended comments about their reference experience. Using ClinTools, Excel, and Atlas.ti, the authors conducted a meta‐analysis of the data.Findings – Mystery shopping is an effective method for evaluating customer service in libraries. The shoppers observed staff behaviors that were generally in line with the libraries' guidelines, but their comments revealed suggestions for improvement. When the behavior rubric results were combined with the comments, the authors learned that shoppers were somewhat unsatisfied.Research limitations/implications – The ...
Institutionalizing Corporate Social Responsibility: A Study of Provisions and Implications of Indian Companies Act 2013
Abstract 
The spotlight of this chapter is to understand the connection between public policy and corporate social responsibility (CSR); in other words – the institutionalization of CSR. What is the role of the government for setting standards and mandating for ensuring responsibility? The emerging accepted wisdom in policy and academic circles is that many sustainability solutions are likely to result from institutional (i.e., governance) reform. A perceptive on CSR evolving as an institution of broader societal governance appears as a promising opportunity to delve into at a point in time when conventional rules, actors, and markets that steered the global economy demonstrate to be undergoing credibility crisis. CSR therefore must be considered within the wider field of institutions for governing the corporation and the economy. This chapter is exploratory as it dwells into theoretical underpinning of emerging mandatory CSR as well as provides empirical mapping of corporate responses to the new enacted legislation. The CSR analysis presented is based on a content analysis of the information contained in the annual reports of some prominent companies, government documents, audits reports, companies websites, and newspaper reports, which will provide us evidences of responses of corporates toward the CSR provisions.