No abstract

This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and customer's participation, are proposed to affect the attitudes and behaviors of employees, and consequently affect customer's perceptions of employees' service quality. This study, which combines perceptions from customers and their contact employees, shows that three sources of support for employees contribute significantly to job satisfaction and employee service quality, while perceived organizational support and customer participation affect service effort. Also, the empirical results indicate that both employee service effort and job satisfaction play strong, central roles in determining customers' perceptions of employee service quality. They were found to be effective mediators linking employees' cognitive appraisal of various sources of support to service quality.

This paper examines several work climate variables and their impact on service quality. While there exists a variety of work climates relevant to contact employees during service encounters, this study investigates two components for successful implementation of internal marketing, service climate and supportive management. Both climate variables are proposed to affect the attitudes and behaviors of employees, and consequently affect customers’ perceptions of employees’ service performance. This study, which combines perceptions from customers and their contact employees, shows that both climate variables contribute directly to job satisfaction and work effort, and indirectly impact on customers’ perceptions of employee service quality. Also, the empirical results indicate that in addition to job satisfaction, employees’ work effort also plays a strong, central role in determining customers’ perceptions of employee service quality.

Purpose This paper aims to examine the mediating roles of self-efficacy and team commitment in linking service employees’ relative leader-member exchange (RLMX) with customer service behaviors and also the moderating roles of team-level differentiations in leader-member exchange (LMX) and team-member exchange (TMX) in influencing these mediation processes. Design/methodology/approach Data were collected from 467 customer-contact employees working in hotel restaurants. Hierarchical linear modeling analysis was used to test the mediation hypotheses, and moderated path was used to assess the moderated mediation. Findings Self-efficacy and team-commitment both mediated the relationship between RLMX and customer service behaviors. The differentiations in LMX and TMX significantly interacted with RLMX in predicting self-efficacy and team commitment and also moderated the indirect effects of RLMX on customer service behaviors. Research limitations/implications Future studies need to incorporate customers’ or immediate supervisors’ ratings of subordinates’ customer service behaviors and replicate the findings in different countries and work settings. Practical implications Hospitality managers should foster a work environment wherein they develop equal quality relationships with their subordinates in a workgroup and promote high-quality relationships among subordinates in the workgroup to improve subordinates’ self-efficacy, team commitment and, subsequently, their customer service behaviors. Originality/value This study incorporates both self-efficacy and team commitment as motivation-based and social exchange-based mediators, respectively, in predicting customer service behavior. It also extends the boundary condition for the mediations by considering the team-level differentiations in both vertical exchange (LMX) and horizontal exchange (TMX).

While the impact of negative customer treatment on service employees and their organizations is often emphasized in both scholarship and the popular press, relatively little work has examined the effects of customer courtesy. We draw on the social cognitive theory to theorize that customer courtesy can enhance service performance via its positive effect on employee self-efficacy. Although getting customers to display courtesy may be outside an organization's direct control, we reason that management can amplify these benefits by establishing a strong organizational support climate. To examine our predictions, we developed a customer courtesy scale, then deployed it among service employees in the United States (Study 1) and hotel employees and their supervisors in East Asia (Study 2). We also collected experimental data (Study 3) to test our causal model. Across our studies, our data support the benefits of customer courtesy on employee self-efficacy and, by extension, employee service performance. Moreover, our data reveal that when organizational support climate increases, the effect of customer courtesy on self-efficacy and thus, service performance increases. Although it may be the case that bad is sometimes stronger than good, our work highlights the importance of positive workplace interactions (e.g., customer courtesy) on valued employee outcomes.