Accessibility navigation

Customer satisfaction and organisational justice

Campbell, L. and Finch, E. (2004) Customer satisfaction and organisational justice. Facilities, 22 (7). pp. 178-189. ISSN 0263-2772

Full text not archived in this repository.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1108/02632770410547543


Applies organisational justice theory to facilities management with the aim of increasing customer satisfaction with the service received. Provides an overview of organisational justice theory, and reviews the numerous different forms that this may take. Although there is strong theoretical support for participative decision making, in practice it often leads to conflict and delays. Two-way communication appears to represent the most effective form. The conclusions are based upon theoretical support as well as semi-structured interviews and observations in an organisational setting. The conclusions drawn do not have the benefits of more objective quantitative research methods. Contributes to practical understanding of how to maintain customer satisfaction in the facilities management industry and the theoretical reasons why the proposed methods will be effective. Argues that the impact of organisational justice on employee satisfaction can be applied to customer satisfaction with specific reference to facilities management.

Item Type:Article
Divisions:Science > School of the Built Environment > Construction Management and Engineering
ID Code:11816
Uncontrolled Keywords:Customer satisfaction, Decision making, Facilities, Service industries

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation