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Conclusion (2005), "Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate," Journal of Applied Psychology, Vol. 90 No.6, pp.1217-27.
This study has attempted to the factors that create and fuel customer loyalty at CH2M Hill. The study found a string correlation between quality service deliveries (based on the principles of outperformanceTM) with increased customer loyalty. We can therefore conclude that the outperformanceTM model effectively improves the level of customer loyalty at CH2M Hill.
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CH2M Hill (2011).CH2M Hill 2011 Sustainability Report Overview
http://www.ch2m.com/corporate/sr/_project-assets/CH2MHILL-Sustainability_Report_2011_Overview_A4.pdf
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References
Baldridge (2010). An executive's guide to the criteria of performance excellence http://www.nist.gov/baldrige/publications/upload/Baldrige_20_20.pdf
Barnes, J.G. (2003), "Establishing meaningful customer relationships: why some companies and brands mean more to their customers," Managing Service Quality, Vol. 13 No.3, pp.178-86.
CH2M Hill (2011).CH2M Hill 2011 Sustainability Report Overview
http://www.ch2m.com/corporate/sr/_project-assets/CH2MHILL-Sustainability_Report_2011_Overview_A4.pdf
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