محمدعلي ارسنجاني

With the growing expansion of the service economy, organizations in order to maintain competitive advantage are looking for innovative solutions to attract and retain customers. On the other hand, studies have shown that the internal customer (employees) satisfaction of the organization has a significant impact on the way in which the services are introduced and delivered, and thus the satisfaction of foreign customers. Therefore, organizations can with paying attention to their employees, in addition to increasing their satisfaction, engagement, loyalty and organizational commitment, to improve the quality of employee interaction with customers and finally improve their customer experience. With this explanation, this research is first defined in Iran around the issue of employee experience management with the aim of providing a framework for measuring employees' experience from an organization and so presented in five chapters. For this purpose, while reviewing the literature on employee experience management, the key components in this field were extracted and compared with the related literature about commitment, satisfaction, engagement and improvement of working life quality and then After interviewing with the employees of Day Insurance Company, as a case study organization, an‎d reach to 44 components got completed. Also with inspiring of the experience areas mentioned in the customer experience management and with the opinion of the experts, these components are divided into seven areas of experience Such as: 1. Functional-mechanical, 2. Functional-structural, 3. Physical environment, 4. Cultural environment, 5 Technological environment, 6.human-behavioral, and 7.human-relational. After distributing and collecting the research questionnaire with using confirmatory factor analysis, the fitting of the measurement model of the employee experience from organization get confirmed. Finally, with using the performance-importance analysis methodology, 44 employee experience components in four areas: 1. Concentrate here, 2. Keep up the good work, 3. Low priority, and 4. Possible overkill) Waste of resources (, in the performance-importance matrix, is categorized and prioritized so the organization should pay attention to the components of area 1 and 2. That is the 9 components in the Concentrate here area such as: 1. Individual education and development, 2. Fairness and equity in payment, 3. Distributive justice and equal opportunity, 4. Meritocracy, 5. Non-discrimination, the existence of interactive justice, 6. The availability of systems and appropriate support of network, 7. Selecting meritorious ones, 8. Responsiveness and Accountability of managers 9. Proper design of the job should be improved by focusing resources and actions and eleven components that are in the Keep up the good work area should hold in the current level of good performance. Ultimately, specific strategies are proposed and grouped into 12 categories of staff, so that to allow the organization can better target the conditions for creating a pleasant experience of work in the organization for its employees.