Introduction
Regardless of the propagation and persistence of requests concerning the process of serving customers, the relationships between the public and the organizations that provide services are impacted by the performance expectations and public priorities (Jos & Tompkins, 2009). For the majority of organizations, the key goals are to mitigate the existence of ineffective merchandise strategies and get rid of the liabilities inherent in the customer segment. Consequently, these public relationships are designed in a way that allows distinguishing between the watchdogs and subjects (experts and customers) and all the other roles that they may take (Jos & Tompkins, 2009). Therefore, it is important to preserve public service values and realize the complexity of relationships among numerous organizational actors within the legal and organizational contexts.
Article Critique
The authors of the article provided extensive evidence regarding the relationship between an organization and the public. On a bigger scale, Jos and Tompkins (2009) acknowledge that these particular interactions are affected by the government and subsequent policies developed by the executives. The authors discuss the importance of market transactions for the seller-buyer relationship and provide several features that are characteristic of successful organizations. Jos and Tompkins (2009) conducted an extensive literature review and synthesized the findings into a consistent overview of the existing market and the implications that are inherent in it. It is safe to say that the authors of the article performed an in-depth analysis of the consequences of the organization-customer relationships. Further, Jos and Tompkins (2009) actively elaborated on the topic of public transactions and their impact on the basics of customer service. Another pivotal section of the paper includes different types of transactions that are characteristic of public service. The authors of the article outline the key similarities and differences and discuss the problems that may transpire during the transactions.
In addition to the comparison of different types of transactions, Jos and Tompkins (2009) accurately evaluated the availability of opportunities and strategies that could be helpful when dealing with public service values. It is important to mention that the authors of the article were able to assess the issue from both the client’s and organization’s perspectives. This is a definite sign of a judgmental approach to the valuation of the existing system and its components. Jos and Tompkins (2009) managed to point out deficit areas and emphasized the importance of a collaborative approach when it comes to preserving customer (public service) values. One of the key findings of the study is that the differences between private and public administration should be distinguished and public policies may have a substantial impact on the process of fostering public service values. This article can be characterized as an accurate reflection on the relevant issues inherent in the field of market research and proof of the necessity of further research in the area of public service.
Conclusion
The authors of the article comprehensively presented the information and divided it into relatively equal subsections. On the whole, this article provides the reader with extensive information regarding the peculiarities of public service and the values that have to be preserved by organizations. At the end of the paper, Jos and Tompkins (2009) make rational conclusions and outline the relationship between organizations and their customers one more time. Ultimately, this paper contributes to the existing literature on public service and draws parallels between the conventional notion of public service and its “customer service age” modified version.
Reference
Jos, P. H., & Tompkins, M. E. (2009). Keeping it public: Defending public service values in a customer service age. Public Administration Review, 69(6), 1077-1086. Web.