Seeking consumer forgiveness: face management by frontline employees

We proposed a framework comprising the 3 dimensions of formal ownership practices (profit sharing, participation in decision making, and access to business information) that influence brand psychological ownership, thereby facilitating brand citizenship behavior. Data were collected from 342 frontline employees in restaurants in Taiwan. The results of structural equation modeling analysis showed that the 3 dimensions of formal ownership practices were all strong predictors of brand psychological ownership, which enhanced brand citizenship behavior. Also, brand psychological ownership was an effective mediator in the relationship between formal ownership practices and brand citizenship behavior. If employees are to demonstrate positive brand behavior, that is, brand citizenship behavior, it is necessary for organizations to generate employees’ positive brand awareness, that is, brand psychological ownership, which plays a cross-level intermediary role between corporate management and brand citizenship behavior.

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The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

Sustainability ◽

10.3390/su13084333 ◽

2021 ◽

Vol 13 (8) ◽

pp. 4333

Author(s):

Cem Işık ◽

Ekrem Aydın ◽

Tarik Dogru ◽

Abdul Rehman ◽

Rafael Alvarado ◽

...

Keyword(s):

Knowledge Sharing ◽

Tacit Knowledge ◽

Work Behavior ◽

Frontline Employees ◽

Innovative Work Behavior ◽

Mediating Role ◽

Team Culture ◽

Tacit Knowledge Sharing ◽

Innovative Work ◽

The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

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Enacting Service Work in a Changing World: Time for a Dialogue

Journal of Service Research ◽

10.1177/1094670521989452 ◽

2021 ◽

pp. 109467052198945

Author(s):

Mahesh Subramony ◽

Markus Groth

Keyword(s):

Boundary Spanning ◽

Service Organizations ◽

Service Work ◽

Frontline Employees ◽

Service Worker ◽

Service Workers ◽

Interdisciplinary Dialogue ◽

Sector Service ◽

Perfect Storm ◽

Changing World

Service work is rapidly evolving as a result of technological innovations, changing employment norms, and a variety of environmental challenges. Yet, the scope of service work scholarship appears to be restricted to traditional frontline employees occupying boundary-spanning positions in formal private-sector service organizations. Given the “perfect storm” of multiple disruptions, we believe that the time is ripe for service scholars to reexamine how service work is being (and will be) enacted in a changing world. In this editorial, we propose an expansion of the “service worker” construct, recommend a deeper exploration of the experiences of service workers, and call to situate these experiences within an evolving service work ecosystem. Our aim is to spark interdisciplinary dialogue related to service work in order to foster service scholarship and practice that are responsive to the changing world.

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When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

Sustainability ◽

10.3390/su13073693 ◽

2021 ◽

Vol 13 (7) ◽

pp. 3693

Author(s):

Youngsam Cho ◽

Yongduk Choi

Keyword(s):

Social Exchange ◽

Social Exchange Theory ◽

Customer Orientation ◽

Frontline Employees ◽

Hrm Practices ◽

Employees Satisfaction ◽

Organizational Empowerment ◽

Research Findings ◽

Comprehensive Framework ◽

The Relationship

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

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