This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance.
This study examined demographic-and personality-based employee dissimilarities in relation to organizational and interpersonal deviant behaviors. Perceived organizational support (POS), organizational commitment, perceived coworker support, and coworker satisfaction were proposed as mediators. The results revealed that dissimilarities in ethnicity, Agreeableness, and Openness to Experience were significantly related to organizational deviance; dissimilarities in gender, Conscientiousness, and Extraversion were significantly related to interpersonal deviance. In addition, ethnic dissimilarity negatively predicted POS and organizational commitment, age dissimilarity positively predicted perceived coworker support, Extraversion dissimilarity positively predicted coworker satisfaction, Agreeableness dissimilarity negatively predicted POS, and Openness to Experience dissimilarity negatively predicted POS, organizational commitment, perceived coworker support, and coworker satisfaction. Finally, POS partially mediated the relationship between Agreeableness dissimilarity and organizational deviance. Interpretations of results, implications for management, and future research are discussed.Recent media focus on acts of workplace delinquency, aggression, and violence has rejuvenated interest in the area of deviant work behaviors (Bennett & Robinson, 2000). The prevalence and costs of employee deviance warrant research effort to understand why, when, and how employees engage in deviance.
This research identifies four challenges in the field of person-environment fit (PE fit): the multidimensionality of PE fit, the integration of fit theories, the simultaneous effects of the multiple dimensions, and the function of the dimensions. To address those challenges, we develop a theory-driven and systematically validated multidimensional instrument, the Perceived PersonEnvironment Fit Scale (PPEFS), consisting of four measures: the Person-Job Fit Scale (PJFS), the Person-Organisation Fit Scale (POFS), the PersonGroup Fit Scale (PGFS), and the Person-Supervisor Fit Scale (PSFS). Data are collected from 532 employees and 122 managers for two independent studies with multiple rater sources and multiple time points. A series of validation analyses and hypothesis tests reveals that the PPEFS measures have good psychometric properties (i.e. reliability, convergent validity, discriminant validity, and criterion-related validity) and exhibit incremental validity above and * Address for correspondence: Aichia Chuang, Department of Business Administration, College of Management, National Taiwan University, RM 811, 85, Sec. 4, Roosevelt Road, Taipei, Taiwan 106. Email: achuang@ntu.edu.tw This research was supported in part by a grant from the National Science Council in Taiwan to Aichia Chuang for contract number NSC 95-2416-H-002 -016 -MY3. An early version of this article was presented at the Annual Meeting of the Academy of Management, Philadelphia, August 2007. We are grateful to the editor and two anonymous reviewers for their insightful and constructive comments throughout the review process. We thank Huichen Hsu for her valuable assistance during the process of this project. INTRODUCTION. . . recent advances in fit theory have recognized that the most rewarding experiences are those in which multiple types of fit exist simultaneously. That has led to conceptual work exploring PE fit as a multidimensional construct . . . (Kristof-Brown & Guay, 2011, p. 13) The match between individuals and the environment, or PE fit, has long been a research topic of interest to industrial and organisational psychologists (Kristof-Brown, Zimmerman, & Johnson, 2005). Academicians are not alone in their interest; PE fit has attracted the attention of recruiters, job seekers, and incumbent workers in the business world (Kristof-Brown, 2000). Over the decades of PE fit research, four types of fit have emerged as the most studied phenomena (Kristof-Brown & Guay, 2011): personjob fit (PJ fit), person-organisation fit (PO fit), person-group fit (PG fit), and person-supervisor fit (PS fit). These dimensions of PE fit have contributed to the literature on work attitudes, turnover, performance, job search, and managerial selection decisions (Kristof-Brown et al., 2005). The concept of person-environment fit is grounded in the interactionist theory of behavior. Early works such as Pervin (1968) rested upon the assumption that certain environments correspond to each individual, mostly matching the characteristics of the individua...
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