IntroductionConsumers from around the globe are beginning to respect organizations that strive to be 'human' and, therefore, exceed inherent customer expectations (Zeithaml, Parasuraman & Berry, 1990, Parasuraman, Zeithaml & Berry, 1985). Moreover, service organizations in general, and tourism and hospitality organizations in particular, have also increasingly come to recognise the growing importance of service quality (Ford, Sturman & Heaton, 2012). That is, growing competition and increasingly demanding customers, as well as recessionary and globalization pressures, have emphasised the need for tourism and hospitality businesses to focus on improving service quality in order to achieve competitive advantage (Boon-itt & Rompho, 2012; Crick & Spencer, 2011; Dutta & Dutta, 2009; Hassanien, Dale & Clarke, 2010; Ramanathan & Ramanathan, 2011; Rodriguez-Anton & Alonso-Almeida, 2011). At the same time, there is a new type of consumer in the industry who is more demanding, more sophisticated and more educated than before (Pirnar, Icoz & Icoz, 2010) and, thus, the implementation of quality management initiatives is fundamental to ensuring that customer satisfaction and retention is maintained (Gupta & Zeithaml, 2006). Consequently, within the service sector, many providers have adopted corporate strategies which include the use of a broad range of tools, techniques and approaches that attempt to exceed customer expectations (Edvardson, Thomasson & Overtveit, 1994) and, ultimately, to improve business performance. One such approach is Human Sigma, a relatively new concept developed specifically for the service sector but, one that has been subject to only limited critical academic scrutiny, particularly in the context of the tourism and hospitality sector. However, research shows that the Ritz-Carlton Hotels implements Human Sigma as an approach to improve business excellence (Michelli, 2008).At present, there is limited research being conducted on the implementation of the Human Sigma instrument - that is a new approach that measures and manages the employee- customer encounter (Fleming & Asplund, 2007). Arguably, within the service industry in general and the tourism/hospitality sector in particular, attention needs to be paid to the employees' interactions with the organization's customers or, more succinctly, to the employee-customer encounter. Indeed, in the tourism and hospitality sector, value is created when an employee meets and interacts with a customer (Fleming & Asplund, 2007, Ford, Sturman & Heaton, 2012). However, the service encounter is increasingly being viewed as a highly complex and multidimensional process of interaction between customers and the service providers (Laing & McKee, 2001). Given that Human Sigma is based upon the quality of employee and customer encounters, it is necessary then to explore the highly complex and multidimensional process of interaction between customers and employees. The literature review considers research that implies that interpersonal behavior takes the form of people adapting in varying 'dyads' of social interaction, but that typically one person is more powerful than the other in such dyads - that is, a power imbalance exists. These concepts are extended further to the realms of social identification, in which an individual senses a oneness or sameness with others. Accordingly, the recent advances in social identity and management are explored suggesting that employees can identify with more than the organizational identity. Therefore, the purpose of the research is to apply and test the Human Sigma instrument in a hospitality context, using a rigorous case study approach.Case study research was chosen given the need to gather in-depth, rich data on the implementation of the Human Sigma instrument. In this approach, theory or models are developed throughout the empirical study. Thus, the article outlines the research methodology, as well as discussing methods and analytical techniques. …
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