Employee proactivity, work engagement, job resources and service recovery performance: a study of structural linkages

2020 ◽  
Vol 3 (2) ◽  
pp. 153-168
Author(s):  
Adil Zahoor
Keyword(s):  
Work Engagement ◽  
Service Recovery ◽  
Proactive Personality ◽  
Job Resources ◽  
Frontline Employees ◽  
Content Type ◽  
Service Recovery Performance ◽  
Recovery Performance ◽  
Moderating Role

PurposeThis study explores the driver influence of employee proactive personality on service recovery performance with work engagement as mediator. The moderating role of job resources (social support, supervisory coaching and performance feedback) is also examined in the proactivity-performance linkage to analyze the interaction effect of employee proactivity and job resources on recovery performance.Design/methodology/approachPrimary data pertaining to the constructs under investigation were collected using a structured questionnaire from 432 dyads of employees from four companies operating in the Indian retail banking sector. Each dyad comprised of one frontline employee and her peer (colleague). Responses to work engagement and job resources were self-reported by frontline staff, as peer ratings were solicited for frontline employees' proactivity and recovery performance.FindingsEmpirical findings suggest that frontline employees' proactive personality significantly ameliorates their work engagement which in turn exerts a positive driver effect on their service recovery performance. In the case of less proactive employees (those with a proactivity score of less than mean value), service recovery performance is boosted when they receive constant feedback on their recovery performance. The results, however, did not provide significant evidence with regard to the moderating role of social support and supervisory coaching.Originality/valueThis study is one of the maiden attempts to relate employee proactive personality with service recovery performance. Since the research relating personality with recovery performance is largely underexplored yet fundamentally important, this study expands the available literature by examining as to what type of employee is more likely to deliver superior service recovery performance with little organizational support.

Linking polychronicity to hotel frontline employees’ job outcomes

2016 ◽  
Vol 11 (2) ◽  
pp. 162-180 ◽  
Author(s):  
Mustafa Daskin
Keyword(s):  
Regression Analysis ◽  
Work Stress ◽  
Service Recovery ◽  
Role Overload ◽  
Hierarchical Regression ◽  
Work Setting ◽  
Frontline Employees ◽  
Content Type ◽  
Service Recovery Performance ◽  
Recovery Performance

Purpose – The purpose of this paper is to investigate the impact of polychronicity on frontline employees’ (FLEs) service recovery performance, perceived role overload, and work stress in a hotel work setting. Design/methodology/approach – In this survey, a total number of 267 usable questionnaires were personally retrieved from a sample of full-time FLEs in the research location. The hypothesized relationships were tested using hierarchical regression analysis. Findings – Results based on hierarchical regression analysis reveal that polychronicity had positive impact on service recovery performance and negative impact on role overload and work stress. Significantly, while education was found to be positively related to service recovery performance, on the other hand, age, education, and job tenure were found to be negatively related to role overload and work stress. Practical implications – This paper provides implications for managers in terms of minimizing FLEs role overload and work stress and maximizing their service recovery performance. Also, this study provides useful guidelines to implement effective management practices and improve organizational outcomes within a hotel work setting. Originality/value – Theoretically, the current study by examining the untried effects and relationships such as the effect of polychronicity on FLEs’ service recovery performance and work stress lends further contribution to the tourism and hospitality management literature.

Collective job crafting and team service recovery performance: a moderated mediation mechanism

2017 ◽  
Vol 35 (5) ◽  
pp. 641-656 ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Data Analysis ◽  
Work Engagement ◽  
Structural Equation ◽  
Service Recovery ◽  
Team Work ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Service Recovery Performance ◽  
Recovery Performance

Purpose The clinical team’s recovery performance for the failures in the patient care processes plays a crucial role in leveraging the healthcare service quality. The purpose of this paper is to investigate the relationship between collective job crafting and team service recovery performance via the mediation mechanism of team work engagement. Design/methodology/approach Clinicians including physicians and nurses from hospitals in Ho Chi Minh City of Vietnam were recruited as sources of data for the current study. Structural equation modeling was utilized to conduct the data analysis. Findings The data analysis demonstrated the role of team work engagement as a mediator for the positive link between collective job crafting and team service recovery performance. Serving culture was also found to have an interaction effect with collective job crafting in predicting team work engagement. Originality/value The current research extends service recovery research by examining service recovery performance at the team level as well as collective job crafting as its team-level antecedent.

Determinants of recovery satisfaction and service loyalty: the differing effects of service recovery system and service recovery performance

2020 ◽  
Vol 30 (6) ◽  
pp. 643-679
Author(s):  
Pallavi R. Kamath ◽  
Yogesh P. Pai ◽  
Nandan K.P. Prabhu
Keyword(s):  
Service Recovery ◽  
Positive Influence ◽  
Frontline Employees ◽  
Content Type ◽  
Service Loyalty ◽  
Recovery System ◽  
Recovery Satisfaction ◽  
Mediating Mechanisms ◽  
Service Recovery Performance ◽  
Recovery Performance

PurposeThis study aims to explore whether frontline employees' service recovery performance as well as customers' recovery satisfaction (RS) act as mediating mechanisms that simultaneously transmit the positive influence of an integrated service recovery system (SRS) on customers' service loyalty (SL).Design/methodology/approachA total of 134 useable retail banking branch cases (including responses from 134 branch heads, 439 frontline employees and 941 customers) were used to test our model using the partial least squares structural equation modeling (PLS-SEM) approach.FindingsService recovery system, measured as a higher-order multidimensional construct, has a strong and positive influence on customers' SL. Besides, service recovery performance partially mediates, along with RS, the relationship between SRS and SL. Finally, customers' recovery satisfaction has the strongest influence on service loyalty.Practical implicationsThis study strongly suggests that practitioners not only focus on implementing an effective SRS but also on leveraging service recovery performance and RS to build sustained customers' loyalty. Practitioners must provide more attention to training their frontline employees, reward and recognize employees and continually evaluate their employees' recovery efforts.Originality/valueThe role of frontline employees' service recovery performance and customers' RS as mediating mechanisms in transmitting the positive effect of SRS on customers' SL is investigated using the combined perspectives of social-technical system theory and interdependence theory.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

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.

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