The Climate for Service

Schneider, Benjamin; Macey, William H.; Young, Scott A.

doi:10.1300/j366v05n02_07

Cited by 51 publications

(28 citation statements)

References 30 publications

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“…Citing the work of Wiley (1991), Tornow and Wiley (1991), and Ulrich, Halbrook, Meder, Stuchlik, and Thorpe (1991), Schneider, Bowen, Ehrhart and Holcombe (2000) state that ‘job satisfaction and commitment surveys when aggregated to the unit level (…) reveal significant relationships with customer satisfaction …’ (p. 32). Furthermore, both Ryan et al (1996) and Koys (2001) have reported correlations between customer satisfaction and measures of employee satisfaction.…”

Section: The Service Profit Chainmentioning

confidence: 99%

Test of a service profit chain model in the retail banking sector

Gelade

Young²

2005

J Occupat & Organ Psyc

161

109

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Research has shown that organizational subunits where employee perceptions are favourable enjoy superior business performance. The service profit chain model of business performance (Heskett, Sasser, & Schlesinger, 1997) has identified customer satisfaction as a critical intervening variable in this relationship. This paper examines the relationships between organizational climate, employee attitudes, customer satisfaction, and sales performance in the retail‐banking sector. The role of customer satisfaction as a mediator between employee attitudes and sales performance is examined in a large sample of bank branches, spanning multiple organizations. Mediation effects are found, which border on significance when the sample size is large, but the effects seem to be too small to be of practical importance. It is argued that alternative formulations of the service profit chain model may provide more powerful explanations of the link between employee attitudes and business performance.

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Section: The Service Profit Chainmentioning

confidence: 99%

Test of a service profit chain model in the retail banking sector

Gelade

Young²

2005

J Occupat & Organ Psyc

161

109

View full text Add to dashboard Cite

show abstract

“…For example, a more positive organizational climate likely leads to better communication among employees, greater cooperation and collaboration, greater mutual trust and understanding, and more active engagement of employees in group tasks—which will more than likely result in greater organizational performance. Indeed, many studies have shown stronger relations between positive perceptions of the job/workplace and organizational performance than between positive perceptions of the job/workplace and individual performance (Koys, 2001; Ostroff, 1992; Ryan, Schmit, & Johnson, 1996; Schneider, 1990; Schneider & Bowen, 1985; Schneider, White, & Paul, 1998). These results lead us to expect organizational climate to relate more strongly to employee job satisfaction, performance, and turnover when examined at the organizational level.…”

Section: Approaches To What Grouped Data Representmentioning

confidence: 99%

“…Findings of past studies in the context of the Kopelman et al model lead to several hypotheses regarding relations among organizational climate and performance, and employee job satisfaction and turnover. Employees who have positive perceptions of organizational climate are likely to work harder and, in turn, the organization is likely to be more productive and profitable than organizations in which employees have negative perceptions of organizational climate (Koys, 2001; Ostroff, 1992; Ryan et al, 1996; Schneider, 1990; Schneider & Bowen, 1985; Schneider et al, 1998). Conditions of the workplace, in particular, administrative support and employee participation in developing organizational policies and procedures, have been also associated with employee satisfaction and commitment to the organization (see Ingersoll, 2001, p. 506).…”

Section: Study Hypothesesmentioning

confidence: 99%

A Compositional Analysis of the Organizational Climate‐Performance Relation: Public Schools as Organizations

Griffith

2006

J Applied Social Pyschol

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The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations.For decades, employee perceptions about their work have received much attention in applied social and organizational psychology. This interest stems not only from logical but also empirical linkages of employee job satisfaction to employee productivity, service quality, absenteeism, and turnover. In their recent meta-analysis, Judge, Thoreson, Bono, and Patton (2001) reported a moderate relation between job satisfaction and job performance. However, the authors acknowledged the unclear nature of this relation: Job satisfaction and performance were related but not necessarily directly related, being influenced by a variety of other work characteristics.

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“…Aggregation is also common in organizational research. Thus, Schneider, Bowen, Ehrhart, and Holcombe (2000) could cite a body of research showing that "job satisfaction and commitment surveys when aggregated to the unit level . .…”

Section: Levels Of Analysis and Aggregationmentioning

confidence: 99%

National Differences In Organizational Commitment

Gelade¹,

Dobson

Gilbert

2006

Journal of Cross-Cultural Psychology

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This article examines organizational commitment in a sample of 49 countries. Affective commitment (AC) varies significantly by country and is strongly related to dimensions of personality. AC is high in countries where the population is extravert and low in countries where the population is neurotic. Consistent with the notion that high extraversion and low neuroticism are indicative of positive affect, AC is also found to be high in countries where the population is happy. Socioeconomic conditions have a statistically significant but marginal influence on AC. AC tends to be slightly higher in countries with low levels of unemployment and high economic activity rates but is unrelated to per capita national income. There are significant relationships between AC and some aspects of national culture. AC is negatively related to societal cynicism and positively to egalitarian commitment. In general, however, most cultural dimensions are unrelated to AC.

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The Climate for Service

Abstract: We develop a framework in which internal employees' diagnoses of their firm's service climate determine their role behavior towards customers and, ultimately, customer satisfaction, loyalty, retention and shareholder value. Elements of the framework include: (1) foun-

Cited by 51 publications

References 30 publications

Test of a service profit chain model in the retail banking sector

Test of a service profit chain model in the retail banking sector

A Compositional Analysis of the Organizational Climate‐Performance Relation: Public Schools as Organizations

National Differences In Organizational Commitment

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