Service Provider Job Satisfaction and Customer

Hoffman, K. Douglas; Ingram, Thomas N.

doi:10.1108/08876049210035872

Cited by 238 publications

(159 citation statements)

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“…In 3 latent variables (working environment, employee living conditions, and working rewards) that constituted employee satisfaction, only the effect of working rewards on service quality is not significant, the rest of the variables are positively affecting the service quality. It is consistent with the research conclusions of Douglas in 1992 that "with high employee satisfaction, employees would be more prone to service-oriented behavior, thus providing high quality service in the process of service delivery" [33]. And at the same time, high employee satisfaction also positively affects the service quality through employee emotion.…”

Section: Resultssupporting

confidence: 79%

A Study of Tourist Loyalty Driving Factors from Employee Satisfaction Perspective

Xu¹,

Wang²

2016

AJIBM

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With the continuous development of tourism, the driving mechanism of tourist loyalty has become one of the hot topics in the tourist behavior study. Existing researches often explore this question with little focus on the interaction of tourist and employees. This paper, however, proposes a conceptual model of tourist loyalty from employee satisfaction perspective. Our hypothesis is that service quality and tourist loyalty could directly be affected by employee satisfaction and indirectly be affected by employee emotion. To test this, we take Jiuzhaigou and Huanglong scenic spots as examples in the empirical study. The research results reveal that among the three latent variables of employee satisfaction, working environment and living conditions affect service quality of employee positively, meanwhile, working environment, living conditions and working rewards indirectly affect service quality through employee emotion. Service quality affects the tourist loyalty significantly. To cultivate tourist loyalty and achieve sustainable tourism development, scenic spots should take more measures to enhance their employee satisfaction and tourism service quality.

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Section: Resultssupporting

confidence: 79%

A Study of Tourist Loyalty Driving Factors from Employee Satisfaction Perspective

Xu¹,

Wang²

2016

AJIBM

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“…Previous empirical studies evidently presents strong relationship between employee performance and customer satisfaction. Study of Douglas, Thomas, &Ingram, (1992) andFrederick Reichheld (2000), presents a positive correlation with customer oriented behavior and concluded that employee performance is essential to customer satisfaction. Likewise, Heskett, Jones, Loveman, Sasser, and Schlesinger (1994) establish a framework in which internal service quality drives employee satisfaction, which, in turn, drives employee performance that generates service quality.…”

Section: Employees' Perceived Job Performance and Customer Satisfmentioning

confidence: 99%

“…Much of the burden for customer perceptions of service quality lies on front-line personnel (Hoffman and Ingram, 1992). The consequences of customer satisfaction is linked with employee performance in several studies.…”

Section: Employees' Perceived Job Performance and Customer Satisfmentioning

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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“…Edward and Scullion (1982) identified the meaning of job satisfaction as the overall measurement of working attitudes of the reception, happiness, and pleasure in the job. Employees' job satisfaction is also concerned with supervision quality, working conditions, intrinsic compensation, benefits, and company policies (Hoffman & Ingram, 1992). Robbins and Coulter (1996) stated that job satisfaction is an employee's general attitude towards his or her job.…”

Section: Job Satisfactionmentioning

confidence: 99%

The Influence of Psychological Empowerment on Overall Job Satisfaction of Front Office Receptionists

Patah

Radzi

Abdullah

et al. 2009

IJBM

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The highly competitive business environment has encouraged the hotel sector to be more practical in its employees' performance so as to provide a high standard of quality services to the customers. With that, their role of upholding a satisfactory service level is vital and at the same instant, depends on their satisfaction level too. Empowering employees are among the factors that might influence positive employee outcomes such as job satisfaction. This study was conducted to examine the influences of psychological empowerment on overall job satisfaction of Front Office Receptionists in Kuala Lumpur 5-star hotels. A total of 210 questionnaires were distributed at 21 hotels in Kuala Lumpur, Malaysia. Results showed that psychological empowerment does have significant influences (through the dimensions of meaningfulness, competence and influence) on overall job satisfaction of the receptionists. The findings also suggested that receptionists' age and tenure affected their sense of overall job satisfaction. Hotel managers should include this in their effort and consideration to enhance employees' performance and competencies. More competitive solutions such as enhancing participation by the departmental decision making process, encouraging creativity, implementing better work environment and employment packages may harmonize work relationships and outcomes.

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Service Provider Job Satisfaction and Customer

Cited by 238 publications

References 0 publications

A Study of Tourist Loyalty Driving Factors from Employee Satisfaction Perspective

A Study of Tourist Loyalty Driving Factors from Employee Satisfaction Perspective

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

The Influence of Psychological Empowerment on Overall Job Satisfaction of Front Office Receptionists

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