Employee Attitudes and Customer Satisfaction: Making Theoretical and Empirical Connections

Schmit, Mark J.; Allscheid, Steven P.

doi:10.1111/j.1744-6570.1995.tb01768.x

Cited by 266 publications

(202 citation statements)

References 40 publications

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“…The organization that we study operates a major brand of hotels and casinos throughout the United States. Line employees deliver gaming and entertainment services through their work in one of four customer-facing work units: (1) beverage service (employees take and deliver beverage orders for customers); (2) response rate was 27.6%, which is comparable to customer response rates in previous unit-level studies (e.g., 11% in Schmit &Allscheid, 1995, and22% in Schneider &Bowen, 1985). We aggregated employee and customer data to the work unit level and matched it with the voluntary turnover rate data for each unit.…”

Section: Sample and Proceduressupporting

confidence: 69%

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Hausknecht

Trevor

Howard³

2009

Journal of Applied Psychology

170

203

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Despite substantial growth in the service industry and emerging work on turnover consequences, little research examines how unit-level turnover rates affect essential customer-related outcomes. The authors propose an operational disruption framework to explain why voluntary turnover impairs customers' service quality perceptions. Based on a sample of 75 work units and data from 5,631 employee surveys, 59,602 customer surveys, and organizational records, results indicate that unit-level voluntary turnover rates are negatively related to service quality perceptions. The authors also examine potential boundary conditions related to the disruption framework. Of three moderators studied (group cohesiveness, group size, and newcomer concentration), results show that turnover's negative effects on service quality are more pronounced in larger units and in those with a greater concentration of newcomers.

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Section: Sample and Proceduressupporting

confidence: 69%

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Hausknecht

Trevor

Howard³

2009

Journal of Applied Psychology

170

203

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“…Many researchers have found positive relationships between general workplace attitudes and service intentions, customer perceptions (14) and individual performance outcomes (15). The quality of an organisation's human resources is thought to be a leading indicator of its growth and sustainability.…”

Section: Key Messagesmentioning

confidence: 99%

Employee engagement within the NHS: a cross-sectional study

Jeve

Oppenheimer²,

Konje

2015

Int J Health Policy Manag

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Background: Employee engagement is the emotional commitment of the employee towards the organisation. We aimed to analyse baseline work engagement using Utrecht Work Engagement Scale (UWES) at a teaching hospital. Methods: We have conducted a cross-sectional study within the National Health Service (NHS) Teaching Hospital in the UK. All participants were working age population from both genders directly employed by the hospital. UWES has three constituting dimensions of work engagement as vigor, dedication, and absorption. We conducted the study using UWES-9 tool. Outcome measures were mean score for each dimension of work engagement (vigor, dedication, absorption) and total score compared with control score from test manual. Results: We found that the score for vigor and dedication is significantly lower than comparison group (P< 0.0001 for both). The score for absorption was significantly higher than comparison group (P< 0.0001). However, total score is not significantly different. Conclusion:The study shows that work engagement level is below average within the NHS employees. Vigor and dedication are significantly lower, these are characterised by energy, mental resilience, the willingness to invest one's effort, and persistence as well as a sense of significance, enthusiasm, inspiration, pride, and challenge. The NHS employees are immersed in work. Urgent need to explore strategies to improve work engagement as it is vital for improving productivity, safety and patient experience.

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“…Frontline employees play the most critical role in this process (Bouranta et al, 2009;Yavas et al, 2010). Efforts to enhance customer satisfaction have been considered critical by many organizations, particularly those in the service sector (Schmit and Allscheid, 1995). It is critical when the hospitality industry caters the overall tourism industry, where international tourist plays an important role in the expansion of tourism sector.…”

Section: Introductionmentioning

confidence: 99%

Influence of employees’ perceived organizational support and job performance on customer satisfaction: an empirical support from Nepalese hospitality sector

Biswakarma

2017

Kelaniya J Manage

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Employee Attitudes and Customer Satisfaction: Making Theoretical and Empirical Connections

Cited by 266 publications

References 40 publications

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Employee engagement within the NHS: a cross-sectional study

Influence of employees’ perceived organizational support and job performance on customer satisfaction: an empirical support from Nepalese hospitality sector

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