Job Resourcefulness, Customer Orientation and Employees Outcomes: A Study of Hotel Employees in Pakistan

Abstract

Increased competition and a rapidly changing environment present a huge challenge to organizations in implementing effective human capital and development strategies to boost their efficiency and overall performance. An organization’s human resource is definitively its most significant asset. The provisions of important job resources help workforce perform their job in an efficient way. These resources are very important for employee satisfaction and performance of the organization. This study was carried out to examine the impact of job resourcefulness (JR) on two employee outcomes i.e., job engagement and career satisfaction directly as well as indirectly through customer orientation. A convenient sample of 257 employees was taken from hospitality industry within twin cities of Pakistan (Rawalpindi and Islamabad). Questionnaires were used to collect data using a five-point Likert type scale. Job resourcefulness was operationalized using four items from Harris et al. (2006) whereas customer orientation was measured using four items from Licata et al. (2003). Five items were selected from career satisfaction scale developed by Greenhaus et al. (1990). Finally, nine items scale of job engagement developed by (Schaufeli, Bakker et al. 2006) was also used. The results exhibit that all the variables are positively and significantly related. Moreover, the findings are indicative of customer orientation’s role as a mediator between job resourcefulness and employee outcomes. Recommendations for future research and research implications are also discussed at the end of the paper.

Impacts of emotional regulation, adaptive selling and customer-oriented behavior on sales performance: the moderating role of job resourcefulness

“…The results suggest that salespeople who have high job resourcefulness demonstrate better customer-oriented behavior and sales performance. Our results confirm past research (Fatima et al. , 2017; Licata et al.…”

“…H6 and H7 state that job resourcefulness can have a positive influence on customer-oriented behavior and sales performance, respectively. The results suggest that salespeople who have high job (Fatima et al, 2017;Licata et al, 2003;Semedo et al, 2016).…”

“…The major components of openness to experience are creativity, curiosity, rich imagination, aesthetic sensitivity and a broad range of feelings about everything. Job resourcefulness has a strong impact on salespeople's conduct (Chen and Chen, 2017), work performance (Harris et al, 2013;Semedo et al, 2016;Wang et al, 2021) and customer-oriented behavior (Fatima et al, 2017;Licata et al, 2003) because salespeople associate the impacts of perseverance and motivation, creativity, positive emotions and optimism with themselves. Therefore, we predict the following: H6.…”

“…Many past studies (Chen, 2019;Chen and Chen, 2017;Fatima et al, 2017;Semedo et al, 2016) have investigated the effects of job resourcefulness on work engagement to influence work outcomes. However, job resourcefulness might be a moderator since interaction effects with the other variables of customer-oriented behavior and sales performance exist.…”

“…Job resourcefulness plays a pivotal role in improving customer-oriented behavior and sales performance (Chen and Chen, 2017;Fatima et al, 2017;Semedo et al, 2016). As organizations reflect the job resourcefulness of their employees, we expect that the strong effects of job resourcefulness will moderate the relationship among emotional regulation, adaptive selling and customer-oriented behavior, and that sales performance will be more likely to facilitate an individual's work processes and achievement of better outcomes.…”