Perceived supervisory support and service recovery performance

Abstract

Purpose The purpose of this paper is to investigate the moderating effect of personality traits (i.e. extraversion and emotional stability) toward the relationship between perceived supervisory support (PSS) and employees’ service recovery performance (SRP) in call centers. Design/methodology/approach Self-administered questionnaires were distributed to call center in service organizations located in Thailand. Moderated regression analysis and the follow-up analyses were employed to test hypotheses. Findings The findings reveal that emotional stability moderates the relationship between PSS and employees’ SRP. Unexpectedly, no evidence was found that extraversion moderates the service performance relationship. Research limitations/implications The limitations include generalizability and the neglect of other personality traits that could influence SRP. Future research could validate the study in different countries and examine the moderating roles of other personality traits in the SRP model. Practical implications This study provides insights for people management managers that SRP of employees with high emotional stability could be enhanced and diminished corresponding to the level of supervisory support. Therefore, attention should be paid to this particular group of call centers for their contribution that could be maximized if they received high support from supervisors. Originality/value Previously, little attention has been given to understand the role of personality traits on SRP. In doing so, this research contributes to the literature by investigating the moderating roles of emotional stability and extraversion on employees’ SRP.

The impact of perceived supervisor support on employees’ turnover intention and task performance

“…Recent research contributions favor that a good relationship with mentors may complement self-efficacy (Day and Allen, 2004). In organizational settings effective supervision is assumed as one of the developmental and compelling resources (Noe et al , 2002; Oentoro et al , 2016). Supervisors have broad knowledge, and they are well aware of the needs of subordinates.…”

Does Management Support Matter in Elucidating the Linkage of Individual Characteristics and e-Learning Acceptance?

“…Baldwin and Ford (1988) stated that senior management support and organisation atmosphere have a direct impact on training effectiveness and application rate. The more support trainees receive from their seniors, the better learning performance will be achieved (Lim, 2001;Oentoro et al, 2016). A learner assumes that management support is an assurance of e-learning's advantages at work place, thus strengthen perceived ease and usefulness of e-learning.…”

“…Leaders and supervisors need to play their roles in not only encouraging their employees to embrace self-directed learning via the internet, but also in improving employees' perception of web-based training (Hashim, 2008). Oentoro, Popaitoon, and Kongchan (2016) strengthened that there are a number of ways in which supervisors could support their employees such as providing key resources or providing emotional support in the form of sympathy, caring, comfort, and encouragement that strengthen employees' attachment to organisations. These supportive practices are expected to influence strong and positive feelings of employees' well-being as well as their working attitudes (Ng & Sorensen, 2008).…”

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

“…Interestingly, Dagher et al (2015) also found that self-efficacy has a significant positive influence on the three dimensions of employee engagement (vigor, dedication, and absorption) using a sample of employees in the service industry from Lebanon. On the other hand, some scholars argued that personality traits have a moderating effect on the relationship between Perceived Supervisor Support (PSS) and frontlines' service performance and that the Social Exchange Theory (SET) is the best context to explain it, since employees with different personality traits, though working under the same organizational practices, will form different perceptions (Petrou et al, 2011;Ruppel et al, 2013;Fullarton et al, 2014;He et al, 2015) and therefore develop different levels of obligation to return the organization's favors (Oentoro et al, 2016).…”