The Effect of Management Commitment to Service Quality on Frontline Employees' Job Attitudes, Turnover Intentions and Service Recovery Performance in a New Public Management Context

Ashill, Nicholas J.; Rod, Michel; Carruthers, Janet

doi:10.1080/09652540802480944

Cited by 118 publications

(115 citation statements)

References 94 publications

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“…Management commitment to service quality refers to "employees' appraisal of an organization's commitment to nurture, develop, support, and reward its employees to achieve service excellence" (Babakus et al 2003: 275). A close examination of the services marketing literature delineates a number of potential indicators of management commitment to service quality (for example, training, empowerment, rewards, service technology, perceived organizational support, recruitment and selection, and servant leadership) (Ashill et al 2008;Babakus et al 2003;Kim et al 2009;Schneider et al 1998). Consistent with the work of Babakus et al (2003) and Pfeffer's (1994) list of best human resource practices, training, empowerment, and rewards are considered to be the significant indicators of management commitment to service quality in this study.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

Karatepe

Karadaş

2012

Journal of Business Economics and Management

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Abstract. The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the three important indicators of management commitment to service quality. Data were obtained from a sample of fulltime frontline hotel employees with a time lag of one week in Romania. The results reveal that training, empowerment, and rewards are positively related to job embeddedness. As hypothesized, empowerment, rewards, and job embeddedness enhance service recovery performance, while training and empowerment increase extra-role customer service. The results further demonstrate that job embeddedness acts as a partial mediator of the effects of empowerment and rewards on service recovery performance. Implications of the results are discussed and future research directions are offered.

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Section: Introductionmentioning

confidence: 99%

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

Karatepe

Karadaş

2012

Journal of Business Economics and Management

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“…Ashill et al [14] regarded manager committed quality of service, covering training, empowerment, employee rewards, supportive management, servant leadership, and service techniques, as the factor in the emotion of an organization to affect the frontline employees' job satisfaction and further influence the service recovery performance. Kim and Oh [15] considered service recovery efforts, including customer-oriented service, employee rewards, customer complaint management, customer service training, empowerment, and teamwork, as the antecedents of Service Recovery Performance.…”

Section: Employee Efforts and Service Outcomesmentioning

confidence: 99%

“…An employee could effectively do the job when an organization could help to deal with stress. A frontline employee would present active behaviors and reactions and work hard to reward the support [14] as well as enhance the job satisfaction and job engagement [5]. Based on above statements, supportive service would influence a frontline employee's Service Recovery Performance that.…”

Section: Hypothesesmentioning

confidence: 99%

“…Teamwork has positive effects on service recovery performance. Quality of service is a key factor in connecting rewards and service delivery performance [14]. A service company could maintain the quality service and service recovery by offering the employees with proper encouragement and motivation.…”

Section: Hypothesesmentioning

confidence: 99%

“…Supportive management refers to a manager being willing to concern and support the employees' work and defending the subordinates [14]. Supportive management could create supportive, trustful, and mutually helpful organizational climate [27].…”

Section: Hypothesesmentioning

confidence: 99%

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The Effect of Frontline Employee Efforts in Service Recovery Performance

Pai¹,

Yeh²

2017

IJEEEE

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When enterprises encounter service failure, service recovery provides an opportunity for firms retaining unsatisfied customers and then turning the customers into satisfied and loyal ones. Recently, service failure and recovery has become a more important research topic for enterprises and researchers. Service recovery is provided by first-line employees; however, few research studies how to improve Customer Satisfaction by frontline employee efforts. This study aims to examine the effects of employee efforts, customer service training, empowerment, teamwork, rewards, and supportive management on service outcome and the effect of service outcome on Customer Satisfaction. A conceptual model was constructed and questionnaires were collected. Managerial implications are provided for service providers to provide service recovery from the investigation results.

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The nexus of workplace incivility and emotional exhaustion in hotel industry

Alola

Avcı

Öztüren

2020

Journal of Public Affairs

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Workplace incivility is continuously seen as a stressor for the employee and the organization. No organization prospers in an uncivil environment. The high level of turnover intention that results from an uncivil working environment threatens the organization's reputation and sustainability. Adopting from Bagozzi's Appraisal‐Emotional Response, this study tested the relationship between workplace incivility, turnover intention, and job satisfaction via the mediating role of emotional exhaustion, using AMOS version 22. The findings reviews that workplace incivility harms both the employees and the organization. Also, workplace incivility has a positive impact on emotional exhaustion and turnover intentions while a negative influence on job satisfaction. Human resource managers are advised to train both supervisors and customers to curtail uncivil behaviors. Both theoretical and practical implications were given. In conclusion, the study suggests further research presenting the limitations of the study.

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The Effect of Management Commitment to Service Quality on Frontline Employees' Job Attitudes, Turnover Intentions and Service Recovery Performance in a New Public Management Context

Cited by 118 publications

References 94 publications

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

The Effect of Frontline Employee Efforts in Service Recovery Performance

The nexus of workplace incivility and emotional exhaustion in hotel industry

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