Development and validation of the Customer-Centered Behavior measure

Michel, John W.; Tews, Michael J.; Kavanagh, Michael J.

doi:10.1080/02642069.2014.939640

Cited by 7 publications

(5 citation statements)

References 41 publications

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“…Supervisors were asked to rate the customer service performance of each participating employee in the previous six months based on the frequency with which they displayed behaviors on a twelve-item multidimensional customer-centered behavior (CCB) measure, which has been found to have good psychometric qualities (Michel, Tews, and Kavanagh 2010). The measure consists of one second-order dimension and three first order dimensions of customer service behavior—customer assurance behaviors (four items; α = .92), customer responsiveness behaviors (four items; α = .90), and customer recommendation behaviors (four items; α = .88).…”

Section: Methodsmentioning

confidence: 99%

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

Michel

Kavanagh

Tracey

2012

Cornell Hospitality Quarterly

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rnell Hospitality Quarterly XX(X) Michel et al. 2012 Numerous factors in the work environment may influence the extent to which employees in customer-contact positions are motivated to perform their roles effectively and remain committed to the organization. In a recent study of the service and hospitality firms included on Fortune magazine's list of "best companies to work for," Hinkin and Tracey (2010) found that an employee-focused environment that puts a premium on service quality plays a central role in distinguishing the firms on this list. Given the critical role of customer-contact employees in maintaining a highquality hospitality environment, it is important to understand the nature and role of employee perceptions about the work environment that may influence their attitudes, motivation, and performance regarding customer service.Such perceptions are commonly referred to as service climate perceptions. In general, service climate refers to employee perceptions regarding the extent to which service quality behaviors are rewarded, supported, and expected by an organization (Schneider and White 2004). Two primary approaches have been taken to examine the role and impact of service climate perceptions. The first approach focuses on the collective impact of perceptions about the work context, typically characterized as organizational service climate perceptions. Researchers who have utilized this approach have examined the impact of aggregate-level service climate perceptions on various firm-or business-level measures of performance as well as individual-level outcomes such as job attitudes, motivation, and job performance (e.g., Borucki and Burke 1999; Schneider and White 2004; Way, Sturman, and Raab 2010). The findings have shown consistently positive relationships between an organization's service climate and such outcomes as customer satisfaction with service quality.The second approach to understanding the influence of perceptions about the work context in service firms focuses on the impact of individual-level or psychological service climate perceptions. James (1982) argued that climate perceptions are best conceptualized at the psychological level since these are perceptions of individual employees. In support of this contention, research has demonstrated a significant relationship between psychological climate perceptions for service and such important outcomes as employee affect (Tsai 2001), job satisfaction (Carless 2004), job AbstractWhile scholars know a great deal about the operational challenges faced by customer-contact employees in the hospitality industry, there is much to be learned about the factors associated with the work context that influences employee motivation, performance, and retention. In this study, the authors examined the nature and impact of perceptions about an organization's customer service climate on ratings of self-efficacy, customer service job performance, and intentions to leave among employees in customer-contact positions. Results demonstrated that employees' ...

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Section: Methodsmentioning

confidence: 99%

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

Michel

Kavanagh

Tracey

2012

Cornell Hospitality Quarterly

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“…Though PCSP shares some elements with organizational citizenship behaviors and/or extra-role behaviors, it differs from these two constructs in three aspects (Michel, Tews, & Kavanagh, 2014; Raub & Liao, 2012). First, whereas PCSP entails a self-starting and unprompted element, organizational citizenship behavior (OCB) and extra-role behaviors are frequently reactive in nature (Grant & Ashford, 2008; Raub & Liao, 2012).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…First, whereas PCSP entails a self-starting and unprompted element, organizational citizenship behavior (OCB) and extra-role behaviors are frequently reactive in nature (Grant & Ashford, 2008; Raub & Liao, 2012). Second, PCSP are long-term oriented, anticipatory behaviors, which might not be necessarily encompassed by the definition of organizational citizenship behaviors and extra-role behaviors (Michel et al, 2014; Raub & Liao, 2012). Third, PCSP calls for the delivery of promised service “extras” in a persistent way, while organizational citizenship behaviors and extra-role behaviors could be an instant behavior in the workplace.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The Impact of High-Commitment HR Practices on Hotel Employees’ Proactive Customer Service Performance

Chen

Lyu

et al. 2016

Cornell Hospitality Quarterly

110

109

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To explore the organizational antecedents of proactive customer service performance (PCSP), we developed and tested a multi-level model of the impact of high-commitment human resource (HR) practices on PCSP in the hospitality industry. Drawing on the proactive motivation model, the mediating roles of work-related self-efficacy, perceived organizational support, and harmonious passion for work are examined simultaneously in the relationship between high-commitment HR practices and PCSP. Using time-lagged data from 94 hotels in China, we found that high-commitment HR practices positively influenced service employees’ PCSP via work-related self-efficacy, perceived organizational support, and harmonious passion for work. We discuss the theoretical and managerial implications of this research and also give some suggestions on how to effectively adopt and implement high-commitment HR practices.

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“…As such, since rejecting the host's offer may signify ingratitude toward the host, to avoid feelings of guilt (for breaking the rules of hospitality), the guest feels obliged to submit to the host's will at the expense of her/his own self-control. As such, this study attempts to explore the CP concept by conducting a comprehensive analysis of guest's behavior toward their appreciation for the host's hospitality, and also by developing a measure of CP for the first time following a multi-staged procedure (DeVellis, 2003;Michel, Tews, & Kavanagh, 2014).…”

Section: Ceremonious Politeness (Cp)mentioning

confidence: 99%

Ceremonious politeness in consuming food in VFR tourism: scale development

Taheri

Jafari²,

Okumuş

2017

The Service Industries Journal

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Understanding the desire for visiting friends and relatives (VFR) has been examined in previous studies. Yet, research on the antecedences and consequences of social interaction between host and guest in VFR tourism has not received enough attention. Addressing this gap, this study introduces ceremonious politeness (CP) by tourists in consuming food as a cultural code that facilitates the establishment of a communally arranged form of social interaction. Using a mixed methods scale-development approach (e.g., Delphi technique, qualitative interviews, and surveys) during fourteen months in 2015-2016, it develops and validates a CP scale to measure the impact of self-accountability and perceived others' control on tourists' sense of self-blame in social interaction situation related to consuming food in VFR tourism. The study contributes to the body of knowledge by introducing the concept of CP in a non-commercial setting.

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Development and validation of the Customer-Centered Behavior measure

Cited by 7 publications

References 41 publications

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

The Impact of High-Commitment HR Practices on Hotel Employees’ Proactive Customer Service Performance

Ceremonious politeness in consuming food in VFR tourism: scale development

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