The research was conducted in a psychology
consulting firm facing a familiar challenge in the service industry: high
demand does not automatically guarantee high-quality interactions. In one
operational region, the company recorded the highest volume of psychological
testing requests in East Java during 2024. At the same time, this region also
generated the most client complaints. Users frequently reported unclear test
instructions and long registration queues, signaling a gap between service
intensity and the quality of employee behavior during service delivery.
When Procedures Are Not Enough
Psychology consulting services rely heavily on
trust, clarity, and interpersonal sensitivity. Clients expect not only accurate
assessments but also respectful communication and emotional understanding.
According to the researchers, organizations often respond to service complaints
by refining procedures or adding resources. However, such technical solutions
do not always address the psychological processes experienced by employees in
high-pressure service environments.
Service excellence training offers a different
approach. Rather than focusing solely on rules and procedures, this type of
training emphasizes internalizing service values. Employees are encouraged to
understand the meaning behind professional service behavior and to apply it
consistently in real interactions with clients.
A Case Study Inside a Consulting Firm
The study used a qualitative case study
approach to capture employees’ lived experiences. Data were gathered through
in-depth interviews, direct observations, and reviews of training documents.
Participants included employees who had completed service excellence training,
their supervisors, and members of management involved in designing and
implementing the program.
This approach allowed the researchers to
explore how employees interpreted the training, how it influenced their
attitudes, and how it translated into everyday service practices. Instead of
measuring service quality through numerical scores, the study focused on
behavioral changes observed before and after the training.
Attitude, Attention, and Action in Practice
The findings reveal that service excellence
training strengthens prosocial service behavior through three interconnected
elements:
Attitude.
Training helps employees develop professional and respectful service attitudes.
Participants reported becoming more aware of their appearance, tone of
communication, and mindset when interacting with clients. These attitudes shape
first impressions, which are particularly important in psychological services
where clients may feel anxious or vulnerable.
Attention.
Employees demonstrated increased attentiveness to clients’ needs. This was
reflected in clearer explanations of test procedures, more patient responses to
questions, and greater sensitivity when handling complaints. Attentive service
reduced misunderstandings and made clients feel heard and valued.
Action.
The training also encouraged concrete behavioral changes. Employees
communicated more systematically, guided clients more actively through service
processes, and managed time more effectively to reduce waiting periods. These
actions translated service values into visible, measurable improvements in
service delivery.
Together, these three aspects attitude,
attention, and action formed a consistent pattern of prosocial behavior that
improved the overall quality of interactions between employees and clients.
Implications for Organizations and Policy
The findings carry important implications for
service-oriented organizations, particularly those operating in professional
and psychological services. Service excellence training should be viewed as a
long-term investment in human resources rather than a one-time intervention.
Continuous training, supervision, and client feedback are needed to maintain
consistent prosocial service behavior.
For management and policymakers, the study
suggests that improving service quality requires attention to employees’
psychological experiences. Programs that foster empathy, awareness, and
concrete service actions can help organizations deliver services that are not
only efficient but also humane and trustworthy.
Author Profiles
Digdaya Putra Bhayangkara, S.Psi. – 17 August 1945 University Surabaya.
Specialist in industrial and organizational psychology.
Andik Matulessy, M.Psi., Psikolog – 17 August 1945 University Surabaya.
Expert in work psychology and professional services.
Amanda Pasca Rini, M.Psi. – 17 August 1945 University Surabaya.
Researcher in human resource development.
Source
Digdaya Putra Bhayangkara, Andik Matulessy,
Amanda Pasca Rini. The Role of Service Excellence
Training in Building Employees’ Prosocial Service Behavior in a Psychology
Consulting Firm: A Case Study Approach. Formosa
Journal of Applied Sciences (FJAS), Vol.
5 No. 1, hlm 497-504. 2026
DOI: https://doi.org/10.55927/fjas.v5i2.579
Official URL: https://srhformosapublisher.org/index.php/fjas
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