As Cardy states "Many organizations have embraced customer orientation as a competitive business strategy to help them search for ways to succeed in today's volatile and dynamic business environment. However, the internal environment at these organizations is often just volatile and dynamic as the outside world (Cardy 2001)-.
The Internal customer, the employee has been relegated; the employee needs has been ignored or postponed. This was a common mistake, but nowadays the internal environment has been approach in different way for those companies that want a real success on real business world. The workplace changes every day; new team structures, projects changes and corporate directives fluctuate. In this time of turbulence, employee orientation can offer strategic solutions for managing the internal environment, and reflected later on external customer satisfaction while succeeding on retail business. This strategy empowers employees and gives them tools to accommodate their own needs and the customer satisfaction development.
According to Human Resources practices, an employee is that worker who engages in a fixed and repetitive tasks grouped as "job-. This job-based description has worked for years. Companies used to measures employee ability with job requirements. But narrow job description can impede flexibility and employee development. As Cardy observes, "people are critical resources in organizations. Regardless of technical tools, it is your workforce that holds the key to competitive advantage. Even the best computer requires human direction, and the most sophisticated Laser is only as good as the person using it (Cardy 2001)-.
The increased competition between many industries has lead to increased attention to customer service, but this process begin with empowering employees to express their needs and ideas in order to receive priority attention from the leadership. The company must provide them with specific solutions to their needs, training skills and .
