Perceived organizational support, career satisfaction, and performance outcomes

2012 ◽  
Vol 24 (5) ◽  
pp. 735-752 ◽  
Author(s):  
Osman M. Karatepe
Keyword(s):  
Job Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Career Satisfaction ◽  
Service Recovery ◽  
Performance Outcomes ◽  
Content Type ◽  
Foreign Countries ◽  
Service Recovery Performance ◽  
Recovery Performance

PurposeThe purpose of this study is to develop and test a research model that examines career satisfaction as a mediator of the effect of perceived organizational support on service recovery performance and job performance.Design/methodology/approachBased on data obtained from frontline hotel employees with a time lag of one month and their immediate supervisors in Cameroon, the hypothesized relationships were tested using LISREL 8.30 through structural equation modeling.FindingsThe results suggested that the fully mediated model had a better fit to the data when compared to the partially mediated model. As hypothesized, perceived organizational support influenced service recovery performance and job performance only via career satisfaction.Research limitations/implicationsInvestigating the study relationships over a longer period of time than was done in this study would be useful for making causal inferences conclusively. Replication studies with larger sample sizes in different hospitality and tourism settings in Cameroon and other countries in sub‐Saharan Africa would be beneficial for broadening the database for further generalizations.Practical implicationsManagers should make sure that they recognize employees' good work or efforts continuously. They should also ensure that employees participate in decisions that may affect the service delivery process. It is also critical to have a pool of employees with work experience gained in foreign countries. Employees who worked in other hotels in foreign countries would acquire new skills and thus have higher career satisfaction in the current organization.Originality/valueThis study contributes to the hospitality management and marketing literature by examining the mediating role of career satisfaction in the relationship between perceived organizational support and two organizationally valued performance outcomes, i.e. service recovery performance and job performance.

The effects of organization mission fulfillment and perceived organizational support on job performance

2016 ◽  
Vol 34 (3) ◽  
pp. 368-387 ◽  
Author(s):  
Osman M Karatepe ◽  
Mehmet Aga
Keyword(s):  
Job Performance ◽  
Conceptual Model ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Performance Outcomes ◽  
Retail Banking ◽  
Equation Modeling ◽  
Content Type ◽  
Bank Employees ◽  
Mission Fulfillment

Purpose – Drawing from Bagozzi’s (1992) reformulation of attitude theory, the purpose of this paper is to propose and test a conceptual model that links organization mission fulfillment (OMF) and perceived organizational support (POS) to job performance (JP) via work engagement (WE). Design/methodology/approach – Data gathered from frontline bank employees with a time lag of two weeks and their supervisors in Northern Cyprus were utilized to test the aforementioned relationships. Findings – The results from structural equation modeling suggest that OMF and POS foster WE. WE in turn stimulates employees’ JP. In short, WE fully mediates the effects of OMF and POS on JP. Research limitations/implications – Incorporating creative performance into the conceptual model would shed further light on WE as a mediator of the effects of OMF and POS on various performance outcomes. Gathering data from frontline bank employees in similar islands would allow conducting a cross-national study. Practical implications – Management of banks can organize workshops where frontline employees can contribute to the preparation of the mission statement. Employees making such contribution will display elevated levels of WE, because they contribute to something which is significant and meaningful. Management should also use selective staffing procedures to hire individuals who are customer oriented and therefore feel energetic and dedicated and are engrossed in their work. Originality/value – This study contributes to the current knowledge base by linking OMF and POS to JP via WE in frontline service jobs in the retail banking industry.

High-performance work practices, career satisfaction, and service recovery performance: a study of flight attendants

2015 ◽  
Vol 70 (1) ◽  
pp. 56-71 ◽  
Author(s):  
Osman M. Karatepe ◽  
Sanaz Vatankhah
Keyword(s):  
High Performance ◽  
Career Satisfaction ◽  
Service Recovery ◽  
Job Security ◽  
Flight Attendants ◽  
Content Type ◽  
Career Opportunities ◽  
Service Recovery Performance ◽  
High Performance Work Practices ◽  
Recovery Performance

Purpose – The purpose of this paper is to propose and test a conceptual model that examines career satisfaction (CSAT) as a mediator of the effects of high-performance work practices (HPWPs) on service recovery performance, drawing from social information processing and Bagozzi’s (1992) reformulation of attitude theories. Design/methodology/approach – Data were gathered from flight attendants, with a time lag of two weeks in the private airline companies in Iran. The relationships were gauged using structural equation modeling. Findings – The results suggest that career opportunities seem to be the most important indicator of HPWPs, followed by rewards, selective staffing, empowerment, teamwork, job security and training. The results further suggest that the availability of HPWPs boosts flight attendants’ CSAT and that, in turn, results in elevated levels of service recovery performance. Originality/value – This study contributes to the current literature by linking HPWPs, as manifested by selective staffing, job security, training, empowerment, rewards, teamwork and career opportunities, to service recovery performance through CSAT based on data obtained from flight attendants.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

Identifying aggressive versus ethical sales supervision in B2B service recovery: a multilevel perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bilal Ahmad ◽  
Da Liu ◽  
Naeem Akhtar ◽  
Muhammad Imad-ud-Din Akbar
Keyword(s):  
Service Recovery ◽  
Internal Validity ◽  
Sales Managers ◽  
Surface Acting ◽  
Cross Sectional ◽  
Deep Acting ◽  
Content Type ◽  
Sales Organizations ◽  
Service Recovery Performance ◽  
Recovery Performance

PurposeThe current research provides a conceptual framework that explains how sales managers' aggression across business-to-business (B2B) sales organizations triggers salespeople's surface acting, deep acting and service recovery performance. It also investigates the moderating role of ethical leadership through sales managers' aggressiveness on service recovery performance.Design/methodology/approachThe authors test the model using multilevel analysis with cross-sectional data of 367 salespeople from different sales organizations.FindingsThe study shows that the aggression of sales managers has an adverse influence on service recovery performance. Additionally, aggressiveness among sales managers is positively connected with surface acting while adversely affecting deep acting. The study’s findings also indicate that ethical sales leadership is positively moderate among sales managers' aggressiveness and service recovery performance.Research limitations/implicationsThe authors collected data from individual salespersons, which is the limitation; however, future studies could collect data using the dyadic approach, such as matching responses from both managers and salespersons. This method could enhance the model's internal validity.Originality/valueSeveral studies have mainly focused on positive supervision styles in the literature on service recovery. At the same time, building a negative supervision model in the B2B service recovery context, which has been persistently ignored, is noteworthy.

The effect of job insecurity on quitting intentions and service recovery performance

2019 ◽  
Vol 28 (2) ◽  
pp. 12-14
Keyword(s):  
Psychological Contract ◽  
Job Insecurity ◽  
Service Recovery ◽  
Mediating Effect ◽  
Full Time ◽  
Content Type ◽  
Career Opportunities ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
The Impact

Purpose The purpose of this study is to examine the impact of JIS on quitting intentions and service recovery performance (SRP) with JE as a mediating factor. Design/methodology/approach Data was gathered from 313 full time FHEs working in four and five star hotels in Iran. Questionnaires on JIS, JE, and quitting intentions were given in three waves to the FHEs over a two-week period and in addition supervisors provided a rating of SRP. Findings The findings support the mediating effect of JE with JIS related to the outcomes indirectly through JE. The greater the level of JIS the lower the JE of FHEs. The greater the level of JE the lower the quitting intentions and the higher the SRP of FHE’s. JE completely mediates the impact of JIS on quitting intentions and SRP. Practical implications Organizations should put steps in to retain key workers through adherence to the psychological contract, reduce the impact of JIS through providing clear information on career opportunities and progression, invest in high quality training to improve SRP and hire a workforce from the local communities to increase off-the job JE Originality/value This paper has contributed to an area where research is scarce with regard to how JIS can be reduced and the structure that links it to employee outcomes.

Corporate social responsibility, ambidextrous leadership, and service excellence

2019 ◽  
Vol 37 (5) ◽  
pp. 580-594 ◽  
Author(s):  
Tuan Luu ◽  
Le Viet ◽  
Eryadi Masli ◽  
Diana Rajendran
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Service Recovery ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
Corporate Social ◽  
Ambidextrous Leadership

Purpose The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers. Design/methodology/approach The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling. Findings Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance. Originality/value The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

Key predictors of individual creativity in a Middle Eastern culture

2018 ◽  
Vol 26 (1) ◽  
pp. 19-42 ◽  
Author(s):  
Michel Zaitouni ◽  
Mohammed Laid Ouakouak
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Longitudinal Design ◽  
Full Range ◽  
Performance Outcomes ◽  
Small Sample ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to develop and empirically test a model in which antecedents of creativity are hypothesized to lead to enhance employee creativity and, subsequently, to increase innovative performance outcomes. Leader–member exchange (LMX) is posited as a moderator of the leader encouragement of creativity and employee creativity relationship. Design/methodology/approach This study is based on a sample of 163 employees working in various service organizations in Kuwait and pursuing an MBA. Structural equation modeling techniques with AMOS software were used to assess the relationships between the different constructs. Findings The findings show that all creativity antecedents are positively and significantly related to individual creativity, except for leader encouragement of creativity and perceived organizational support. The results show also that LMX mediates the relationship between leader encouragement of creativity and individual creativity, and that intrinsic motivation moderates the relationship between perceived organizational support and individual creativity. Research limitations/implications This study has several limitations including a small sample size, cross-sectional design, same-source bias and one point in time data. Future studies could examine these findings in different settings, use longitudinal design and capture a full range of creativity antecedents, Originality/value This study is the first to theorize and identify antecedents that promote individual creativity in a collectivist context (i.e. Kuwait). Moreover, this study is unique in that we predict that employee creativity is a mediating mechanism that can explain the link between creativity antecedents and creativity outcomes.

scholarly journals THE EFFECT OF MANAGEMENT COMMITMENT TO SERVICE QUALITY ON JOB EMBEDDEDNESS AND PERFORMANCE OUTCOMES

2012 ◽  
Vol 13 (4) ◽  
pp. 614-636 ◽  
Author(s):  
Osman M. Karatepe ◽  
Georgiana Karadas
Keyword(s):  
Service Quality ◽  
Customer Service ◽  
Service Recovery ◽  
Job Embeddedness ◽  
Performance Outcomes ◽  
Quality Data ◽  
Management Commitment ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
The Impact

The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the three important indicators of management commitment to service quality. Data were obtained from a sample of fulltime frontline hotel employees with a time lag of one week in Romania. The results reveal that training, empowerment, and rewards are positively related to job embeddedness. As hypothesized, empowerment, rewards, and job embeddedness enhance service recovery performance, while training and empowerment increase extra-role customer service. The results further demonstrate that job embeddedness acts as a partial mediator of the effects of empowerment and rewards on service recovery performance. Implications of the results are discussed and future research directions are offered.

The moderating effect of supervisor and coworker support for error management on service recovery performance and helping behaviors

2017 ◽  
Vol 27 (1) ◽  
pp. 2-22 ◽  
Author(s):  
Aysin Pasamehmetoglu ◽  
Priyanko Guchait ◽  
J.B. Tracey ◽  
Christopher J.L. Cunningham ◽  
Puiwa Lei
Keyword(s):  
Service Recovery ◽  
Interaction Effects ◽  
Error Management ◽  
Linear Interaction ◽  
Coworker Support ◽  
Content Type ◽  
Non Linear ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
Helping Behaviors

Purpose The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables. Design/methodology/approach To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling. Findings The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear. Originality/value These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.

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