Predictors of customer service training in hospitality firms

Butcher, Kenneth John; Sparks, Beverley; McColl‐Kennedy, Janet R.

doi:10.1016/j.ijhm.2008.10.004

Cited by 23 publications

(8 citation statements)

References 28 publications

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“…Firms where employees perceive a high degree of support to develop their skills, practice new means of conducting their work and solve work‐related problems through novel approaches encourage employees to undertake psychological obligations to develop themselves in performing their work (Butcher et al ., 2009; Eisenberger et al ., 1986). When employees perceive support from their organization, they feel obligated to their organization.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

The effects of organizational training on organizational commitment

Bulut

Çulha

2010

Int J Training Development

175

131

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This empirical study investigated the impact of organizational training on employee commitment focusing on employees' emotional and affective responses towards their organization. Organizational training is conceptualized within a multidimensional framework consisting of motivation for training, access to training, benefits from training and support for training. The hypothesis of this study has been built on a resourcebased view, social exchange theory and psychological contract theory. Field research was conducted through surveys with 298 participants of four-and five-star hotels operating in Izmir, Turkey. Confirmatory factor analyses were used to analyse the quality of the training scales and multiple regression analyses were conducted to test the hypotheses of the study. The results revealed that all dimensions of training positively affected employee commitment. Implications have been presented for both researchers and human resource practitioners as to how to utilize organizational training factors to increase employee commitment.

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Section: Hypothesis Developmentmentioning

confidence: 99%

The effects of organizational training on organizational commitment

Bulut

Çulha

2010

Int J Training Development

175

131

View full text Add to dashboard Cite

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“…Basic demographic information including age, gender, relevant educational qualification and tenure in the hotel were sought and their effects were controlled. Butcher et al (2009) observe that smaller organizations will have little capacity to specialize in human resource practices and policies when compared to large organizations. Hence, the data were collected from four and five star hotels, India.…”

Section: Instrumentationmentioning

confidence: 99%

Impact of human resource management practices on employee turnover intentions

Santhanam

Kamalanabhan

Dyaram

et al. 2017

JIBR

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Purpose This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry. Design/methodology/approach A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships. Findings Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices. Originality/value This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

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“…Although impactful in the insights that it can improve service quality, the North American MSPA organization (2014) cautions that the MC survey is not exclusive or sufficient, but a complementary method to other research tools. In the scientific literature, MC has been applied in several service research contexts: health (Gosselt et al, 2007;Young et al, 2009;Glasier et al, 2010;Wong et al, 2012), banking (Tarantola et al, 2012), family planning (León et al, 1994), hospitality tourism and transportation (Nathanail, 2008;Butcher et al, 2009) and retailing (Finn and Kayandé, 1999;Gómez et al, 2011;Wang et al, 2012). Table I combines several definitions of MC surveys.…”

Section: Mystery Client Conceptmentioning

confidence: 99%

Assessing the impact of mystery client traits on service evaluation

Brito

Rambocas

2016

JSM

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Purpose -This study aims to investigate the reliability of a mystery client (MC) as a service evaluation technique taking into consideration personal differences of the MC agents. Design/methodology/approach -The ratings from 144 MCs from 355 evaluations of computer and electronic stores were cross analyzed with eight psychographic and demographic profile variables. Findings -MCs who were highly involved in the product category were more critical of service responsiveness with respect to product demonstrations and listening to customer requirements. On the other hand, MCs with stronger faith in intuition were more inclined to rate services higher on empathy with respect to employees making a conscientious effort to understand customers' needs. Practical implications -Depending on the service marketing goals, managers learn to define which aspects of MC profile they should consider or avoid during the recruitment as well as becoming more critical when they analyze the evaluation reports to avoid an interpretation bias. Originality/value -The usefulness of the MC tool relies on its reliability and credibility as a marketing research technique. It was identified that the MC personality traits are more likely associated with marketing service evaluation variability.

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Predictors of customer service training in hospitality firms

Cited by 23 publications

References 28 publications

The effects of organizational training on organizational commitment

The effects of organizational training on organizational commitment

Impact of human resource management practices on employee turnover intentions

Assessing the impact of mystery client traits on service evaluation

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