Employee service performance and collective turnover: Examining the influence of initiating structure leadership, service climate and meaningfulness

2018 ◽  
Vol 72 (7) ◽  
pp. 1131-1153 ◽  
Author(s):  
Fred O Walumbwa ◽  
I-Chieh Hsu ◽  
Cindy Wu ◽  
Everlyne Misati ◽  
Amanda Christensen-Salem
Keyword(s):  
Service Performance ◽  
Service Climate ◽  
Initiating Structure ◽  
Collective Turnover

Service Priority Climate and Service Performance Among Hospitality Employees: The Role of Emotional Labor and Workload Pressure

2021 ◽  
pp. 193896552110299
Author(s):  
Dana R. Vashdi ◽  
Tal Katz–Navon ◽  
Marianna Delegach
Keyword(s):  
Emotional Labor ◽  
Service Performance ◽  
Service Climate ◽  
Deep Acting ◽  
Hotel Employees ◽  
Hospitality Organizations ◽  
The Relationship ◽  
Service Priority ◽  
Conflicting Goals

Frontline hotel employees face a complex organizational environment that constantly makes multiple demands, creating a persistent trade-off between service as a key element of the organization’s strategy and other competing or even conflicting goals. This study proposes an integrated and unique way of discerning the relationship between service climate and service performance through the prism of surface and deep acting emotional labor and suggests a new dimension of the service climate—the service priority climate. Specifically, we examined employees’ use of emotional labor strategies as a mechanism that explains the relationship between service priority climate and service performance. We also investigated whether workload pressure influences this relationship. Using a multilevel, multisource study, we surveyed a sample of 245 hotel employees working in 39 departments and their direct managers. The results demonstrated that when employees regarded service as a priority compared with other competing goals, they used more deep acting emotional labor strategies, resulting in better service performance. However, this was apparent only when workload pressure was low. Implications for hospitality organizations are discussed.

Transmission of Service from Leader to Followers: A Parallel Multiple Mediator Model

2018 ◽  
Vol 46 (5) ◽  
pp. 769-782 ◽  
Author(s):  
Pingqing Liu ◽  
Junxi Shi
Keyword(s):  
Servant Leadership ◽  
Social Exchange ◽  
Social Learning Theory ◽  
Social Exchange Theory ◽  
Service Industries ◽  
Service Performance ◽  
Service Climate ◽  
Service Behavior ◽  
Multiple Mediator Model ◽  
The Relationship

We applied social learning theory and social exchange theory to examine a parallel multiple mediator model of how perceived servant leadership affects employee service performance. Data collected from 404 supervisor–subordinate dyads revealed that service climate (environmental factor) and the leader–member relationship (psychological factor) played a parallel mediation role in the relationship between servant leadership and employee service performance. Our findings expand both research on service objects and perspectives on service industries, and provide a new opportunity to clarify the essence of service behavior. The implications of these results and study limitations are discussed.

How and when service-oriented high-performance work systems foster employee service performance

2017 ◽  
Vol 39 (4) ◽  
pp. 523-540 ◽  
Author(s):  
Zhen Wang ◽  
Haoying Xu
Keyword(s):  
Hierarchical Linear Modeling ◽  
High Performance ◽  
Customer Orientation ◽  
Service Performance ◽  
Service Climate ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Climate Perception ◽  
Service Oriented

Purpose The purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees’ service performance. Design/methodology/approach Survey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling. Findings The results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees’ service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high. Practical implications To elicit employees’ provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees’ HRM perceptions within the same group. Originality/value The research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

scholarly journals A model and empirical examination of influencing factors of customer satisfaction and service performance through interactional quality

2020 ◽  
Vol 12 (1) ◽  
pp. 119-138
Author(s):  
Muhammad Danish Habib ◽  
Saman Attiq
Keyword(s):  
Customer Satisfaction ◽  
Self Efficacy ◽  
Emotional Regulation ◽  
Structural Equation ◽  
Customer Relationships ◽  
Service Performance ◽  
Customer Relationship ◽  
Role Overload ◽  
Service Climate ◽  
Empirical Examination

Marketing scholars have recognized that building and maintaining strong employee-customer relationships are contributors to the performance of organizations. Empirical evidences concerning employee-customer interaction with the help of integrated framework by using the data from supervisor, employee and customer is scarce. Insights from literature, application of service profit chain and unique set of triad (supervisor, employee and customer) as a unit of analysis, enables an examination of various relational paths among the antecedents and outcomes of interactional quality and fills in the aforementioned void. This study seeks to model and empirically test key cognitive (role overload, self-efficacy, and service climate) and emotional aspects (emotional regulation) on outcome variables (interactional quality, customer satisfaction, service performance). An integrated theoretical model rooted in the reflections of emotional cognition theory, cognitive energetical theory and cognitive emotional theory is developed. A survey questionnaire on the basis of well-established measurements from the previous research studies is adopted for data collection from insurance sector of Pakistan. Data is collected with the help of purposive sampling. A total of 270 sets of survey responses are used to empirically test the measurements and propositions through structural equation modelling using AMOS 23. The findings are in support of a significant model and proposed relational paths. In general, results revealed that role overload, self-efficacy, service climate and emotional regulations lead towards customer satisfaction and service performance through interactional quality. This research offers a number of academic and practical implications. The main implication of this research is the extension in conceptual research of marketing literature by providing empirical evidence regarding employee-customer relationship. Managers should recognize that frontline employees, whether they simply interact or actually render the service are the central actor in delivering better quality services that resulted in customer satisfaction. A number of academic as well as managerial implications are proposed and discussed.

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