In response to an increasing competitive market place, growing research attention is being devoted in factors contributing to desirable customer outcomes. Front-line service employees, placed at the organisation-customer interface and representing an organisation to its customers, play a pivotal role in service encounters, which often involve dyadic interactions between customers and service employees (Solomom, Suprenant, Czepiel, & Gutman, 2005 in Liao & Chuang: 2004). An organisation cannot always rely on customers to make their feelings known, however, and so it may deliberately set out to measure customer satisfaction levels (McDaniel, 2006:267). The aim of this research is to identify employee factors influencing customer service levels in the South African steel industry research was conducted at two leading and dominant South Africa steel manufactures. The conducted research established that there is a general lack of customer service culture at the steel manufactures, there can be pockets of excellence, but these seem to be overshadowed by the attitude of carelessness. The research recommends that mmanagement includes customer service in the balance score card as a key performance management measure so that there is change in employee attitude to a positive one that will help enhance customer service. The conducted research recommends that employee motivation may be improve by:  Organising a workshop by an external facilitator to discuss issues leading to lack of motivation from account/key account managers and service managers.  Creating a motivating climate where there is effective management – leadership.  Creating a shared value system, this will create commitment to a set of principles guiding and directing work behaviour.