Service Consumer Psychology (Paperback) | Released: 15 Mar 2021

Knowledge management strategyAs Harriet Griffey (2010) stated that "sometimes, boredom can give disadvantages to reduce staffs' ability to motive to work and reduces positive emotion, such as happiness. Thus, it causes people (staffs) lack motivated reasoning to unconsciously evaluate evidence in ways consistent with whose preferences. This type of bias can hinder a company's ability to learn from mistakes and to build successful strategies." However, Disney needed to implement knowledge management strategy to satisfy visitors demand after who entered .Disney demanded cleaners to repeat to remember any information to prepare to answer visitors' enquiries. It will train every cleaner memory to remember any information to be long term from short term memory successfully and every cleaner won't feel bore to do only cleaning job duty. When every one feel places are clean, who will concentrate on answering any visitors enquiries as the same time. Even, if they can give excellent service performance to serve visitors to let who to know how to go to any places in the short time. It is possible that visitors will appreciate whose service performance to let their manager to know, so that every cleaner will have chance to raise salary. Besides, waiting time and queues are daily problem for Disney theme park. Fast lines or priority queues appear as a solution of efficient queues for clients. Disney understood fast ticket line system affected visitor attendance numbers. Disney entertainment facilities long waits leaded to lower service evaluations and greater customer dissatisfaction. Efficient queue waiting time management can improve Disney visitor satisfaction and the willingness to recommend the service. Disney analysed of theme park visitor behaviour in relation to pay the higher ticket price to select to pay more for fast queuing line ticket than common queuing line ticket. In fact, Disney fast queuing line ticket system choice gave potential queues to any waiting clients . In general, Disney visitors don't like to wait long time in every entertainment facilities queuing line, who will feel a waste of time and waiting can lead to negative emotional response like frustration, impotence, tension or irritation .In fact, Disney amusement theme park needed visitors wait long queues and delays which were a frequent occurrence in every entertainment facilities line. Disney theme park as sets of rides, spectacles and leisure mechanisms are intended to entertainment and spark the imagination of clients, allowing visitors to escape their daily routing. In result, waiting is often a problematic issue that can influence Disney visitor experience and that can appear as one of the principal motives for complaining. As Disney visitor demand fluctuates constantly and demand patterns are often difficult to predict. It caused extra staff needed for the extra line. Finally, priority services such as fast line system facilities segmentation of its amusement park. When Disney offer the possibility of purchases a fast line, which are creating two different group. Disney visitors who are highly sensitive to waiting times are willing to pay to avoid or reduce lines or visitors that are highly sensitive to price that prefer to wait rather than to pay extra money. Also, Disney provides extensive training opportunity for participants through its own Disney university. The question of whether their training opportunity can lead the improve human resource activities. On the third hand problem, Disney are also worried that employees may leave it and join other competitor to serve their parks after training. Disney shows a trend of increasing depending on human capital other than physical capital. It thinks human capital is the knowledge, skills, ideas and commitment of its employees. It explains that investing in training and development is essential to its client service growth.