1. Introduction

In the ever-evolving landscape of customer service within the service industry, Moments of Truth (MOTs) have emerged as a central concept. MOT theory, as elucidated by (Smith et al., 2015), underscores the critical nature of these pivotal customer interactions and their lasting impact on the overall service experience. Concurrently, employee empowerment theory has flourished, exploring the factors that influence employee empowerment and its subsequent effects on performance and satisfaction (Wilkinson, 1998). Despite this growth, a crucial gap persists in the current literature: how employee perceptions of empowerment influence their ability to effectively navigate MOTs. While some studies suggest a positive correlation between empowered employees and superior customer service (Liden et al., 2000), others report a more nuanced relationship (Schneider et al., 2005).

This study aims to bridge this scholarly gap by meticulously examining the relationship between employee empowerment and the ability to proficiently navigate MOTs within customer service interactions. Drawing upon the theoretical foundations of MOT theory and employee empowerment theory, this investigation seeks to illuminate how employee perceptions of empowerment shape their capacity to identify and respond adeptly to these critical moments. In doing so, the paper answers the following question:

How do Moments of Truth (MOTs) and Employee Empowerment (EE) influence Customer Satisfaction (CSAT) within the service industry?

The impetus for this research stems from the undeniable importance of customer service in today’s competitive marketplace. A discerning clientele increasingly demands and anticipates exceptional service experiences (Zeithaml, 2010). Organizations adept at providing such experiences are more likely to attract and retain customers, ultimately achieving superior profitability (Yeung et al., 2002). This research aspires to offer valuable insights for organizations seeking to empower their employees to effectively respond to MOTs, consequently elevating the quality of customer service outcomes.

This study contributes significantly to the existing body of knowledge in several keyways. Firstly, it offers a fresh perspective on the significance of MOTs within customer service interactions. Secondly, it dissects the specific factors that influence employees’ perceptions of empowerment and their corresponding ability to respond prudently in critical situations. Lastly, it furnishes actionable recommendations for organizations seeking to bolster employee empowerment and augment their customer service outcomes.

This paper targets an audience encompassing scholars, researchers, and business practitioners with a keen interest in understanding how employee empowerment can be leveraged to enhance customer satisfaction and loyalty during MOTs. This readership includes researchers exploring the domains of customer service, employee empowerment, and employee performance, as well as business practitioners endeavouring to refine their customer service delivery. By bridging these disciplines, this study strives to cultivate a profound understanding of the intricate interplay between MOTs, employee empowerment, and customer satisfaction.

The remainder of this paper is structured as follows. The subsequent section delves into the existing literature on MOTs, employee empowerment, and their connection to customer service. Following this, the methodology employed in this research is meticulously explained. The results of the investigation are then presented and discussed in detail. Finally, the paper concludes by summarizing the key findings, highlighting their theoretical and practical implications, and outlining avenues for future research.

1. Literature Review

This review delves into the existing body of knowledge to illuminate the critical factors influencing customer satisfaction within the realm of service encounters. Specifically, the focus is on the theoretical foundations of Moments of Truth (MOTs) (Carlzon, 1989), and Employee Empowerment (EE) Theory (Ahearne et al., 2005). (Ahearne et al., 2005) as potential drivers of positive customer experiences. The conceptual framework guiding this study contends that empowered employees, equipped with the requisite knowledge and decision-making authority, are better positioned to navigate MOTs effectively, ultimately enhancing customer satisfaction. By critically evaluating prior research, this review aims to establish the theoretical underpinnings for the research question at hand: To what extent does employee empowerment mediate the relationship between Moments of Truth and customer satisfaction? The insights gleaned from this exploration will serve as the foundation for the subsequent development of hypotheses and the overall research design.

2.1Theoretical Foundations

The conceptual framework is grounded in the following the Moment of Truth (MOT) Theory (Carlzon, 1989), and Employee Empowerment (EE) Theory (Ahearne et al., 2005). MOT theory suggests that critical customer interactions with a company’s product or service can have a lasting impact on customer satisfaction Carlzon (1989). EE theory suggests that empowering employees to make decisions can improve customer satisfaction. Ahearne et al. (2005) found that empowered employees are more likely to engage effectively during MOTs.

2.2Proposed Conceptual Framework

The proposed conceptual framework is illustrated in the following diagram:

 

Figure . Conceptual Framework

The diagram illustrates the relationship between Moments of Truth (MOTs), Employee Empowerment (EE), Customer Relationship Management (CRM), and Customer Satisfaction (CS). MOTs are influenced by EE, as empowered employees are more likely to handle MOTs effectively if an organization possesses a strong CRM. CRM within the context of this framework includes the four variables illustrated (commitment to customers, customer-focused service standards, training and empowerment, and effective complaint management). CS is also influenced by EE, as empowered employees are more likely to provide positive customer service.

2.3Moments of Truth

Carlzon (1989) popularized the term moments of truth (MOT), which he defines as any customer interaction with a company’s product or service that leaves a lasting impression. These experiences transcended first impressions as they could occur at any time a customer engages with an organization. These experiences could be visual, personal, or sensory. Carlzon argued that these moments are essential for influencing consumer views and fostering loyalty. MOT is a key concept in customer experience management, and it has a significant impact on customer satisfaction, loyalty, retention, and profitability.

Moments of truth could be positive, negative, or neutral experiences. What makes this important is that impressions are critical to the success or failure of any business. There are three types of Moments of Truth, such as critical incidents, expected service encounters, and unplanned service encounters.

Critical Incidents are moments when the customer is most likely to form an opinion about the company, and they can have a significant impact on customer satisfaction. Such as a customer’s first interaction with a company, such as when they call customer support or visit a store for the first time.

Expected Service Encounters are moments when the customer expects to receive a certain level of service such as: checking in at a hotel, ordering food at a restaurant, or visiting the doctor’s office.

Unplanned Service Encounters are moments when the customer does not expect to receive service, but they do. A passenger in a car is injured in a car accident and receives medical treatment from paramedics.

Businesses need to focus on all three types of MOTs to provide a positive customer experience. Critical incidents are particularly important because they can have a lasting impact on a customer’s relationship with the company. However, expected, and unplanned service encounters are also important, as they provide businesses with opportunities to exceed customer expectations and build loyalty.

Businesses can identify and improve their MOTs by conducting customer surveys, analyzing customer feedback, and observing customer interactions with employees and products/services.

Customer perception through positive moments of truth could elevate or break a business, and the author contends that empowered employees can increase positive moments of truth (Carlzon, 1989).

2.4Empowerment

The simplest description of empowerment is presented as, the sharing of power with non-managers through participative management (Kreitner & Kinicki, 2007). A more comprehensive definition of empowerment could be described as, “the redistribution of power within an organization that enables managers, supervisors, and employees to perform their jobs more efficiently and effectively; with the overall goal of enhancing service to guests and increasing profits for the organization be releasing decision-making responsibility, authority, and accountability to every level within the organization,” (Woods & King, 1996). Byham and Cox (1989) contend that empowering people is the only way to encourage them to embrace continuous improvement as a method of conducting business daily.

While numerous hypotheses have been investigated on the variable and efficacy of employee empowerment, Ahearne et al. (2005) empirical study indicated that leaders’ empowerment approach played a significant role in the efficacy of employee empowerment within an organization. The study also showed that less experienced and knowledgeable employees benefitted the most from “empowering leadership behaviors.”

Empowered employees, who are equipped with decision-making authority, and customer-centric training, are better prepared to engage effectively during moments of truth. This ability is directly linked to improved customer service quality, which ultimately leads to increased customer satisfaction (Ahearne et al., 2005; Schneider et al., 2005). Satisfied customers are more likely to become loyal patrons and advocates, resulting in improved organizational profitability (Yeung et al., 2002).

2.4.1Customer Relationship Management

Maximizing organizational performance standards through employees depends on effective customer relationship management (Sarpong, 2016). The delivery of this management is dependent on four critical elements, which need to be thoroughly incorporated into an organization’s corporate culture. According to Sarpong (2016), Zeithaml (2010), and S. Phamixay (2021) these elements are:

• Commitment to customers

• Customer-focused service standards

• Training and empowerment

• Effective complaint management

2.4.1.1Commitment to Customers

Customers typically share common concerns when acquiring a product or service from an organization. These primarily deal with reliability, durability, superior quality support services, value, competitiveness, and ultimate satisfaction (Hess Jr. et al., 2003).

Failure to meet expected standards weakens consumers’ trust and confidence in the service provider (Liljander & Strandvik, 1995).

Companies that firmly believe in their products and services express their commitment to customers by providing assurances to their customers, which increases consumer faith (Björlin Lidén & Skålén, 2003). These assurances are delivered in the form of guarantees, warranties, or technical support. These assurances are developed to establish a company’s loyalty, dedication, and commitment toward its customers, which are embedded in the organization’s corporate culture (Hess Jr. et al., 2003).

2.4.1.2Customer Focused Service Standards

Establishing service standards makes it easier for a business to assess if it has successfully met customer expectations and defines the efficacy of its customer service level (Hess Jr. et al., 2003; Liljander & Strandvik, 1995). Many organizations routinely conduct various customer service surveys, which allows them to determine how a guest would feel and rate particular services or products provided. These surveys need to reflect the service characteristics that are important to customers to be of any significance. Therefore, organizations first need to gather information identifying customer requirements, and secondly, a monitoring system that would measure the effectiveness of changes made based on the data collected.

2.4.1.3Training and Empowerment

The greatest impact on customer perception is doubtless delivered by the employees presenting a service or product (Kattara et al., 2008). This highlights the importance of organizations acknowledging that their employees have the ability to ensure customer satisfaction.

Achieving positive customer interactions necessitates equipping employees with the requisite tools for success. Organizations committed to fostering effective customer relationship management (CRM) ensure that qualified candidates are recruited, undergo comprehensive training prior to customer engagement, and are empowered to make informed decisions that maximize customer satisfaction while safeguarding company interests. While adequate training imparts essential technical skills for efficient service delivery, empowerment instills self-motivation and the authority to excel in any given situation (Ramani & Kumar, 2008; Simoni, 1998) .

Empowerment plays a crucial role in the service industry, where employees need the authority to respond promptly to unpredictable service situations (Kassim et al., 2012). Empowered employees are more likely to provide efficient and effective service, leading to higher levels of customer satisfaction (Castro-Casal et al., 2019). Moreover, customer empowerment reflects the extent to which firms provide customers with the means to maintain connections, form good transactional relationships, and cooperate with the company by sharing information and providing feedback (Han et al., 2011, 2019)

Customer satisfaction is influenced by various factors, including service quality, service delivery, and customer participation. Empowered customers who are actively involved in the service process tend to have more positive service experiences and higher levels of well-being (Xie et al., 2020). Similarly, organizations that prioritize customer empowerment and provide fair and satisfactory services are more likely to achieve higher levels of customer satisfaction (Han et al., 2019; O’Cass & Viet Ngo, 2011).

Ultimately, achieving positive customer interactions requires a combination of comprehensive training and empowerment for employees. Training equips employees with the necessary technical skills, while empowerment instills self-motivation and the authority to excel in any situation. Empowered employees are more likely to provide efficient and effective service, leading to higher levels of customer satisfaction. Additionally, organizations that prioritize customer empowerment and provide fair and satisfactory services are more likely to achieve higher levels of customer satisfaction.

2.4.1.4Effective Complaint Management

Despite diligent efforts to maximize customer satisfaction, the occasional complaint is an inevitable aspect of daily business operations. Complaints serve as a means of expressing concern or dissatisfaction (Lubis et al., 2020). At times, even in the absence of valid grounds for complaint, customers may voice their grievances for various reasons, such as seeking attention, hoping for free products or services, or aiming for discounts (Estelami, 2000).

Regardless of the legitimacy or justifiability of complaints, their effective management constitutes one of the most challenging MOTs for employees. Customers’ perceptions of their complaints being well-received, handled, and acted upon hinge on the severity of the complaint and the employee’s response (Ogbeide et al., 2017). While a simple acknowledgment of the concern and an apology may suffice for one customer, another might remain dissatisfied even if every effort is made to appease them (Rahman et al., 2017). Consequently, preparedness for handling difficult situations remains paramount in complaint resolution (Lubis et al., 2020).

Customer-centric organizations prepare their employees to navigate complaint scenarios through comprehensive complaint management seminars and training courses that incorporate situational analysis and role-playing (Luria et al., 2009). These simulations provide employees with firsthand opportunities to understand the underlying causes of complaints and develop effective resolution strategies (S.Phabmixay et al., 2021). Equipped with the requisite skills and knowledge to de-escalate negative customer experiences, employees are better positioned to transform critical Moments of Truth into positive outcomes (Walsh et al., 2015).

While training plays a pivotal role in fostering effective complaint management, it is only one facet of a successful approach adopted as a part of a customer retention plan”, (Ang & Buttle, 2006). Training must be complemented by empowerment, which unleashes employees’ full potential in Moments of Truth, enabling them to handle complaints effectively (Joshi et al., 2022). Empowerment allows employees to take ownership of the complaint resolution process and make decisions that align with the organization’s goals and values (Nouri & Mousavi, 2020; Ogbeide et al., 2017). The significance and efficacy of empowerment raise a crucial question: why does empowerment hold the promise of success where traditional management approaches, such as Weberian Model (Bruton & Bruton, 2021), have fallen short? (Mansour, 2023).

Traditional management practices are characterized by command-and-control leadership (Drucker, 2007), micromanagement (Kotter, 2012), rigid job descriptions (McGregor, 1960), and centralized decision-making (Schein, 2010). Under these practices, managers exert tight control over their employees, closely supervising their work and making all of the important decisions (Yukl, 2013).

In contrast, modern management practices emphasize empowering leadership (Drucker, 2007), delegation (Kotter, 2012), flexible job descriptions (McGregor, 1960), and decentralized decision-making (Schein, 2010). Managers under these practices give their employees the authority to make decisions and take ownership of their work, trusting them to get the job done (Yukl, 2013). They also encourage employees to be creative and innovative by giving them the flexibility to work on different projects and tasks (McGregor, 1960). Additionally, managers involve employees in the decision-making process, empowering them to make decisions at their level (Schein, 2010).

An organization built on empowerment principles believes that it is its employees who are the most valuable assets. They know that employees will take ownership of their jobs if employees:

• Self-esteem is maintained.

• Given proper training.

• Made a part of the decision-making process.

• Given boundaries within which to make assertive decisions.

The psychological perception and attitudes of employees shift towards their jobs when they are empowered. Rather than thinking, “I work for that company”, they feel that they are “a part of that company”, a part of “a team”, which makes that company successful (Kun et al., 2007). Empowered organizations tend to be focused on setting policies and procedures that are designed to tell employees what they can do. These policies and procedures emphasize how broad their authority and scope of operation are (Bester et al., 2015). Traditional organizations are focused on doing whatever it takes to make the company successful, by allowing everyone to participate and contribute to the progress of an organization through teams (Auh et al., 2019). Traditional organizations are policy-driven, while empowered organizations are customer-driven. That is why certain negative phrases are so common in traditional organizations such as: “That’s not my job” or “That’s not how we usually do things around here”, while they are virtually non-existent in empowerment organizations (Auh et al., 2019).

Lawler et al. (1992) support the theory that when employees are given greater authority over their jobs company sales returns are greater than companies that do not (Chebat & Kollias, 2000). This finding suggests that empowering employees and giving them the authority to make decisions can have a positive impact on company performance.

With Moments of Truth, employees must have the right attitude, training, tools, and authority to be able to take a Moment of Truth and turn it into a satisfying and memorable experience for the customer (Dwita et al., 2023). This means that employees need to be empowered and equipped with the necessary resources to deliver exceptional customer service.

2.5Customer Satisfaction

Outstanding customer experiences are characterized by quality service, which is inextricably linked to employee empowerment. According to Schneider et al. (2005), empowered employees are not hampered by having to adhere strictly to procedural guidelines; rather, they are authorized and motivated to proactively address customer needs and surpass their expectations. Service quality is raised to a point where the customer’s experience is imprinted in their memory when it exceeds their expectations (Schneider et al., 2005).

Customer satisfaction or dissatisfaction occurs during moments of truth, which are critical interactions between a customer and a company that have a significant impact on the customer’s overall experience (Zeithaml, 2010). The level of satisfaction is set by the customers themselves, depending on their desired situation and what customers perceive as quality service and/or product (Parasuraman et al., 1988).

Quality is an aspect of a product or service, which is customer-defined (Garvin, 1984). Customers evaluate whether the product or services, encountered were of a high, low, or mediocre quality.

Each MOT is an opportunity for a company to satisfy customers by exceeding their expectations (Zeithaml, 2010). Meeting guest expectations is expected since they are paying for the service (Bitner, 1992). However, exceeding their expectation is what embeds that experience into their memory, allowing them to share that satisfaction with their friends and associates (Zeithaml, 2010).

Exceeding customer expectations is what sets average companies with average service and satisfaction levels apart from great companies that are recognized in their field as outstanding (Zeithaml, 2010).

2.5.1.1Employee Empowerment Models through Company Examples

The Ritz-Carlton Hotel Company is a notable example of a customer service-focused company that demonstrates a deep appreciation for the importance of MOTs and the thoughtful integration of empowerment into its fundamental organizational culture. Driven by an unwavering commitment to quality, the organization has established systems that are based on quality, incorporated thorough quality training into its Human Resources Management practices, and created a strong structure that gives each staff member the authority to take any action required to guarantee client satisfaction.

According to Woods and King’s (1996) extensive analysis of the company’s empowerment practices “In The Ritz-Carlton Hotel Company, every employee possesses the authority to:

• Go to great lengths to fulfill a customer’s needs

• Collaborate with appropriate colleagues to swiftly address and resolve issues (embracing the lateral service concept)

• Allocate resources of up to $2,000 to ensure a guest’s contentment

• Exercise judgment in assessing the quality of products and services

• Determine the terms of sale in the context of sales and marketing

• Participate in shaping the plan for their respective work area

• Engage in open communication with any individual to address and resolve problems.”

This model representation of empowerment at The Ritz-Carlton underscores the depth of their commitment to delivering an exceptional customer experience, where employees are not only encouraged but also entrusted with the authority to act decisively in pursuit of customer satisfaction, setting a benchmark for excellence in the hospitality industry.

The Ritz-Carlton’s dedicated efforts and commitment to total quality management (TQM) and fostering an empowered corporate culture earned the company the prestigious Malcolm Baldrige National Quality Award twice (Partlow, 1993). A rare distinction as The Ritz-Carlton is the only hospitality company to have ever won this award. Since its initiation by former President Ronald Regan, the Baldrige Award has been a standard for excellence for industries throughout the United States.

The Ritz-Carlton is not alone in recognizing the power of employee empowerment. Companies like Toyota, Disney, and the Housing Development Finance Corporation (HDFC) Bank have also implemented effective practices that unleash the potential of their workforce. Toyota empowers assembly line workers to identify and solve problems, fostering ownership and continuous improvement (Shedid, 2019). Disney invests heavily in employee training, enhancing skills and confidence, which translates into exceptional guest experiences (Shedid, 2019). Similarly, HDFC Bank decentralizes decision-making and grants autonomy to business units, unleashing employee energies and driving success (Shedid, 2019). These diverse examples illustrate the versatility and transformative potential of employee empowerment across different sectors, leading to not only enhanced customer satisfaction but also increased employee engagement and organizational success.

2.5.1.2Customer Experience

Hyken (2010) suggests that well-managed MOTs serve the long-term purpose of building customer loyalty through total customer satisfaction. Hyken explains that companies can also capitalize on mishaps and negatives MOTs that occur with customers at other organizations such as competitors. When competitors fail to create positive MOTs with their customers, it creates an opportunity for someone else to step-in and take advantage of the situation by converting someone else’s “moment of misery” and turning it into a magical MOT by exceeding the customer’s expectation. Failure to retain existing customers due to poorly manage MOTs is costly.

Academic studies tend to generally agree that it is less expensive to retain an existing customer than to attract a new one (Reinartz et al., 2005; Sungwook Min et al., 2016). Therefore, it is important to ensure those existing customers are always satisfied with the services they receive. According to Rust and Zahorik (1993), 25% to 50% of satisfied customers will not return to a business. Hyken (2007) explains that satisfied customers do not return simply because their experience was “satisfactory, nothing great, just okay.” Customers automatically expect satisfactory service since they are paying for it.

Satisfactory service is an average experience there is nothing special about giving or receiving an average experience. Memorable experiences, on the other hand, dazzle customers and seer that experience into their minds. Empowered employees can create those dazzling moments by taking a MOT and turning it into a “Moment of Magic™” (Hyken, 2010).

Hyken further explains that having satisfied customers creates vulnerability and that businesses need to constantly improve their service, even if they are great. Complacency is detrimental to businesses.

According to Porter (1980), in a competitive global economy, businesses are constantly trying to outperform their competitors by copying each other’s unique selling points. During sales and marketing lectures, management students learn that there are two ways to secure market share. The first way is by creating a new market, which requires a tremendous amount of time, resources, and planning (Kohnen, 2006). The second way is to develop a unique selling proposition that attracts customers away from competitors (Kotler & Keller, 2016). Although the concept may appear to be unethical, reality asserts the aggressiveness of a competitive market that needs to be addressed (Porter, 1980). It is inevitable that competitors will attempt to clone popular products and services and attempt to capture a portion of the market share from someone else. To avoid falling into that trap, companies find themselves needing to constantly innovate and improve what may already very well be a good product and service (Kotler & Keller, 2016).

2.5.1.3Data Analysis

Empirical research provides mixed evidence on the direct relationship between employee empowerment and customer satisfaction, highlighting the need for a nuanced understanding of this complex interplay. Naeem and Saif (2010) employed a t-test on their sample of over 600 individuals from multiple banks, revealing no statistically significant correlation between employee empowerment and customer satisfaction. However, their analysis further revealed a suggestive trend: customers of banks with empowered employees reported higher satisfaction levels compared to those patronizing banks with less empowered employees. This suggests a potential indirect or moderating effect of empowerment on customer satisfaction, prompting further investigation.

Dixon (2012) adopted a mixed-methods approach at Standard Chartered Bank (SCB) to delve deeper into this relationship. Through a combination of surveys and interviews, Dixon confirmed the bank’s effective implementation of employee empowerment through open communication, supportive human resources practices, and a decentralized structure. Notably, the study’s qualitative data revealed how empowerment enhanced service quality through increased employee motivation, reduced dependence on supervisors, and stronger teamwork. This improved service quality, as measured through survey responses, then translated into heightened customer satisfaction, suggesting a mediating effect of service quality on the relationship between empowerment and customer satisfaction.

Shedid (2019) further solidified this notion in the UAE banking sector. Using a mixed-method design with over 400 participants, Shedid employed factor analysis to identify key dimensions of employee empowerment and multiple regression analysis to assess their impact on both employee and customer satisfaction. The findings revealed that empowering employees through trust, autonomy, and decision-making authority significantly boosted not only employee satisfaction, but also customer satisfaction. This underscores the potential for empowerment to influence customer satisfaction through its impact on both service quality and employee engagement.

These studies highlight the complexities surrounding the relationship between employee empowerment and customer satisfaction. While a direct correlation may not always be readily apparent, the indirect and moderating effects of empowerment through service quality and employee engagement are evident. Further research employing diverse methodologies and exploring contextual factors is needed to untangle these intricate relationships and refine our understanding of how best to leverage employee empowerment for optimal customer satisfaction outcomes.

2. Method

To conduct a review of the literature on moments of truth, employee empowerment, and customer satisfaction, a rigorous search strategy was employed. The primary databases used were Google Scholar and EBSCOhost. These databases provide access to a vast collection of peer-reviewed journal articles, books, and other scholarly publications.

The search strategy utilized a combination of keywords and search terms to identify relevant literature. The primary keywords included “moments of truth,” “employee empowerment,” and “customer satisfaction.” Additional search terms were employed to capture the nuances of these concepts, such as “customer service,” “service quality,” and “employee engagement.”

To ensure a comprehensive search, Boolean operators AND, OR, and NOT were used to combine the search terms effectively. The search was further refined by limiting the results to peer-reviewed journal articles, books, textbooks, online trade publications, and business blogs. This approach ensured that the review included a diverse range of perspectives, from academic research to practical insights from industry practitioners.

1. 1. Selection Criteria

To ensure the relevance and quality of the selected literature, a rigorous selection process was employed. The following criteria were used to determine the inclusion or exclusion of individual literature:

• Relevance: The literature must directly address the concepts of moments of truth, employee empowerment, or customer satisfaction.

• Credibility: The literature must be published in a reputable peer-reviewed journal, or by a credible academic or professional organization, or industry practitioner.

• Originality: The literature must contribute new insights or perspectives to the existing body of knowledge on the topic.

• Language: The study must be written in English.

Literature was excluded if it failed to meet any of these criteria, or if it was deemed to be irrelevant to the research question. Non-academic and non-business, or trade sources such as newspapers, and magazines, were excluded.

1. 2. Data Extraction

To ensure the comprehensiveness and reliability of the data, a consistent and diverse approach was employed to extract relevant information from each selected source. This process involved considering the nature and format of each source and adapting the extraction strategy accordingly.

1. 3. Quality Assessment

The quality of the included sources was assessed using a set of criteria adapted from the Critical Appraisal Skills Programme (CASP) framework and tailored to the different types of sources. The criteria included:

Table . CASP Framework

CASP Question	Journals	Books and Textbooks	Trade Publications	Business Blogs
Are the aims of the research stated clearly?	Yes	Yes	Yes	Yes
Are the context/setting, participants, and intervention/treatment described in sufficient detail?	Yes	Yes	Yes	Yes
Was the research design appropriate to address the aims?	Yes	Yes	N/A	N/A
Was the data collection method appropriate?	Yes	Yes	Yes	Yes
Were the data analysis methods appropriate and well-described?	Yes	Yes	N/A	N/A
Do the results follow logically from the data?	Yes	Yes	Yes	Yes
Are the findings discussed in relation to previous research and theory?	Yes	Yes	Yes	Yes
Are the conclusions drawn justified by the findings?	Yes	Yes	Yes	Yes
Are there any ethical issues raised by the research?	Yes	Yes	N/A	N/A
Is the research important and relevant to practice?	Yes	Yes	Yes	Yes
Overall quality assessment	High	High	Moderate	Moderate
Key: Yes: Criteria was met. No: The criteria was not met. N/A: Not applicable. Moderate: The criteria was partially met.

1. 4. Synthesis Method

The information from the different studies was synthesized using a thematic analysis approach. This involved identifying recurring themes and concepts across the studies and then organizing these themes into a coherent framework. The synthesis process aimed to identify patterns, connections, and contradictions among the studies, ultimately leading to a comprehensive understanding of the relationship between moments of truth, employee empowerment, and customer satisfaction.

1. 5. Analysis of Techniques

The included sources employed a variety of techniques to address the research questions related to moments of truth, employee empowerment, and customer satisfaction. These techniques can be broadly categorized into quantitative and qualitative methods.

Quantitative methods were primarily used in peer-reviewed journal articles and involved surveys, experiments, and statistical analyses. These methods allowed for the collection of quantifiable data that could be used to test hypotheses and draw generalizable conclusions. For example, one study used a survey to collect data from employees and customers to assess the impact of employee empowerment on customer satisfaction during moments of truth. Another study used an experiment to examine the effects of different training programs on employee empowerment and customer service outcomes.

Qualitative methods were primarily used in books, textbooks, online trade publications, and business blogs. These methods involved case studies, interviews, and focus groups. Qualitative methods allowed for the collection of in-depth and nuanced data that could provide insights into the experiences and perspectives of individuals and organizations. For example, one book presented case studies of companies that had successfully implemented employee empowerment initiatives to improve customer service during moments of truth. Another business blog featured interviews with customer service managers who shared their experiences with empowering their employees to handle critical customer interactions.

The combination of quantitative and qualitative methods provided a comprehensive understanding of the research questions. Quantitative methods allowed for the identification of general trends and patterns, while qualitative methods provided insights into the underlying mechanisms and processes. This combination of methods was particularly valuable in the study of moments of truth, employee empowerment, and customer satisfaction, as these concepts are complex and multifaceted.

1. 6. Critical Evaluation

The CASP table provides a framework for critically evaluating the quality of the included sources. The table shows that the sources were generally of high quality and met the criteria for a rigorous and informative review.

The peer-reviewed journal articles were particularly strong in their clarity of research questions, appropriateness of methodology, and credibility of findings. The books and textbooks were also of high quality, providing comprehensive and well-structured overviews of the topics. The online trade publications and business blogs were of moderate quality, but they still provided valuable insights into the practical application of the research findings.

Overall, the critical evaluation of the sources suggests that the review is based on a solid foundation of credible and relevant evidence. The findings of the review are likely to be reliable and informative, and they can be used to guide future research and practice in the areas of moments of truth, employee empowerment, and customer satisfaction.

4. Discussion

This paper explored the relationship between MOT and employee empowerment. MOTs are critical junctures in the customer journey that have a significant impact on customer satisfaction and loyalty. EE is the process of giving employees the authority and resources they need to make decisions and take action on behalf of the company. MOTs are crucial junctures in the customer experience that have a big influence on client happiness and loyalty. Giving employees the power and resources, they need to make decisions and take action, is the process of empowering them. The relationship between MOTs and empowerment is unbreakable. When employees are empowered, they are better able to handle MOTs successfully and provide a positive customer experience. This can lead to increased customer satisfaction, loyalty, and advocacy. Companies need to provide employees with the tools they need to successfully navigate MOTs if they hope to improve customer experience and achieve their business goals.

Based on the comprehensive analysis of the literature selected for this study, it is evident that substantial quantitative data supports the premise that employees who work in companies that properly empower them to handle any customer situation led to improved customer satisfaction. For example, Chan & Lam (2011) found that organizations that delegated empowerment to line-level service employees positively influenced employees’ service performance, which in turn positively impacted customer satisfaction. Furthermore, Namasivayam et al. (2014) showed that empowered workers are more likely to report higher job satisfaction, and job satisfaction directly affects customer satisfaction.

Hur et al. (2015) also revealed that employees’ emotional regulation approaches significantly affect customer satisfaction, with job satisfaction mediating this relationship. These findings are further supported by Kazlauskaite et al. (2011), who conducted a national employee survey in Lithuania and established a positive association between organizational empowerment, employee work-related attitudes, and customer-oriented behavior. Therefore, the synthesis of these quantitative findings supports the assertion that during MOTs, EE positively influences customer satisfaction.

The findings of this paper have several implications for business. Businesses should first foster a culture of empowerment. Giving employees the power and tools, they require to decide and take action on behalf of clients is what is meant by this. It also entails fostering an environment where workers feel respected and valued.

Next, companies should identify and rank their Moments of Truth. These are the instances where a company can most significantly affect a customer’s loyalty and satisfaction. Once a company has identified its MOTs, it should teach and equip its staff to manage them successfully.

Lastly, companies should evaluate the success of their efforts to provide staff with the necessary skills to handle MOTs. This can be done by tracking metrics for customer satisfaction and loyalty. Businesses should also gather feedback from customers and employees to identify areas for improvement.

Figure 2 illustrates, a simplified customer satisfaction-centered approach to adopting utilizing employee empowerment to navigate MOTs.

 

Figure . Customer satisfaction-centered Employee Empowerment Cycle

An alternate reading of our results is that individual attributes, including personality traits or experience level, have an impact on how empowered employees feel about themselves. Another possible explanation may include company culture, or the nature of the relationship between employees and customers, operating as a mediating factor between employee empowerment and customer service outcomes.

5. Conclusion

Handling the complexities of consumer interactions depends on moments of truth, critical turning points that influence customer happiness, loyalty, and eventually brand image. In these pivotal moments, employee empowerment manifests as a powerful force that may elevate routine service to spectacular interactions. It can mean the difference between the continuance or dissolution of a potential or existing great relationship.

This study examined the complicated relationships that exist between moments of truth, employee empowerment, and customer happiness. It also sheds light on the advantages and disadvantages of giving frontline employees more authority.

The research showed that these ideas interacted in an interesting way. Employees that are empowered, with authority, autonomy, and the tools they need, are nimble and adaptable enough to negotiate the shifting conditions of MOTs. They can go above and beyond expectations, customize encounters, and anticipate client needs to build loyalty, trust, and satisfaction. On the other hand, personnel who lack decision-making autonomy and are constrained by inflexible procedures frequently have to settle for mediocre service and fail to produce remarkable experiences.

Additionally, we determined that organizational culture has a critical role in influencing EE. With their focus on rigid control and obedience, Weberian-based bureaucratic models (Bruton & Bruton, 2021) can unintentionally stunt innovation, undermine initiative, and obstruct the impromptu and customized service that is the foundation of outstanding MOTs. Conversely, work environments that foster a culture of trust, independence, and shared accountability enable staff members to act as brand ambassadors, actively influencing consumers’ opinions at every moment of truth.

Despite the evident benefits of employee empowerment during MOTs, it is important to understand the limitations of employee empowerment. Conditions that are too lax can result in uneven service and a lack of accountability. A balance between structure and empowerment must be found by carefully weighing the organizational setting, the particulars of the sector, and the skills of each employee.

While this review is limited to secondary data analysis with a focus on the service industry, it nonetheless clarifies vital aspects of customer experience management. There are many opportunities for future research, including primary studies to confirm findings, investigate the applicability in various industries such as retail and manufacturing, and investigate the efficacy of empowerment training programs on customer satisfaction.

In summary, equipping staff members to successfully negotiate the shifting landscape of MOTs is not just a tactical choice; rather, it is a game-changing necessity for businesses hoping to build devoted clientele and prosper in an experience-based economy. Understanding the subtleties of this relationship and establishing cultures of shared accountability, trust, and autonomy enable staff members to ignite service excellence, turning transient interactions into enduring relationships based on customer satisfaction and loyalty.

Acknowledgment

The author would like to thank the editorial team at ASNet and the anonymous reviewers at the Asian Journal of Research in Business and Management for their support and feedback, which enhanced this article.

Financial Disclosure

This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

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