The influence of a retail store manager in developing frontline employee brand relationship, service performance and customer loyalty

Jung, Jin Ho; Yoo, Jay Jaewon; Arnold, Todd J.

doi:10.1016/j.jbusres.2020.09.010

Cited by 56 publications

(33 citation statements)

References 65 publications

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“…This situation encourages the need for good employee performance through sustainable development that increases the employee's performace and will impacting the company's performance (Muis et al, 2021). The current quality of life is not disturbed and maintained natural resources for future generations (Jung et al, 2021). Therefore, To examine whether and when Employee Performance Management (EPM) and authentic leadership affect vulnerable employees' quality of life.…”

Section: Findings and Discussionmentioning

confidence: 99%

A Review of Employee Performance: Mini-Review Approach

Lestari

Riyanto

2021

DIJMS

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Employee Performance relate to work motivation that exists in a person becomes a frame of reference in realizing a behavior directed at personal goals. In conclusion, In improving the employee performace and also employee commitment, a good organization should look at the level of job satisfaction of employees. From 17 articles on this mini review, we can find fact that employee performace have psotive correlation with job satisfaction. Such as High-performance work system has a significant positive effection employee creativity and employee performance, and employee creativity also has a significant positive effect on employee performance. Also we can look from the employee themselves, employees who are able to learn the position and meaning of a brand through their well-informed manager are in a better position to develop their own performance and ability, and related to company, it will give them possibility to have strong relationship to a brand, as well as to provide exceptional service to customers

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Section: Findings and Discussionmentioning

confidence: 99%

A Review of Employee Performance: Mini-Review Approach

Lestari

Riyanto

2021

DIJMS

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“…Besides, the FLEs must update their technological abilities so that they can combat any apocalyptic situation to make the business flow of the organization active ( Orru et al, 2021 ). Several studies are there covering organizational and work-loaded factors of the FLEs during any crisis (Zito et al, 2018; Contreras et al, 2020 ; Jung et al, 2021 ), but the role of individual factors concerning FLEs such as personal resources is found to be under studied especially in any epidemic or in pandemic situation ( Hobfoll, 2002 ; Britt et al, 2021 ). The present study has focused on this point.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Organizational success is perceived to depend on the adaptability of the FLEs and it is known to have impacted organizational outcomes like job satisfaction and performance of the FLEs ( Cullen et al, 2013 ; Eachempati et al, 2022 ). An adaptable FLE is considered as an asset for both the organizations and the customers since it impacts performance of the organizations as well as satisfaction of the customers ( Clark, 2000 ; Chebat & Kollias, 2000 ; Keillor et al, 2011 ; Nesbit & Lam, 2014 ; Kazancoglu et al, 2021 ; Jung et al, 2021 ). Since the FLEs are close to the customers, proximity to the customers is often concerned with the emotional distress and handling the emotions is considered as an important factor for the success of the FLEs ( Shih-Tse Wang, 2014 ).…”

Section: Introductionmentioning

confidence: 99%

Resource integration and dynamic capability of frontline employee during COVID-19 pandemic: From value creation and engineering management perspectives

Chatterjee

Chaudhari

González³

et al. 2022

Technological Forecasting and Social Change

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The cornerstone of any successful organizations is the frontline employees. Frontline employees (FLEs) are always in action at the frontline of the business. They do not operate from the office space or from the corporate setting. Frontline employees directly interact with their customers. During the COVID-19 pandemic, many frontline employees experienced numerous challenges as most of the places there were full or partial lockdown imposed by the government agencies and the frontline employees could not be able to directly connect with their customers. Not many studies are there which investigated the issue of resource integration, dynamic capabilities, and engineering management abilities of the frontline employees such as technological capability, emotional intelligence, and psychological capability which perceived to influence the frontline employee adaptability and organization performance. In this background, the purpose of this study is to examine the relationship between frontline employee adaptability and organization performance during COVID-19 pandemic from technological, emotional, and psychological perspectives. With the help of dynamic capability view and different adaptability theories, a theoretical model has been developed conceptually. Later the conceptual model has been validated using partial least square – structural equation modelling technique considering 412 respondents from frontline employees of different organizations in Asia and EMEA. The study found that frontline employees’ dynamic capabilities and engineering management abilities significantly and positively impact employee adaptability which in turn impact the performance of the organization mediating through employee job satisfaction and employee performance.

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“…While marketing scholars have devoted increased attention to FLEs for the achievement of organizational objectives, understanding the impact of frontline managers in overseeing FLEs and directly influencing store performance remains uncertain (Arnold et al , 2019; Jung et al , 2021). Frontline managers are commonly the conduit through which corporate strategy is enacted (Inyang et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

“…We contribute to the literature by examining store managers’ employee climate perceptions and the effects emanating from these perceptions in the small-store setting. In doing so, we address the concerns of Jung et al (2021, p. 362), who note that “relatively few studies have investigated the retail manager’s influence upon frontline personnel and store outcomes” and that even fewer have “gathered data that incorporate the store manager, FLE and customer perspectives in a cohesive manner.” Indeed, although prior climate research has focused on employees’ convergent climate perceptions, our focus on the store manager is important given the significant impact store managers tend to have on FLEs, particularly in the small-store setting, and the fact that turnover among store managers is much lower than it is among FLEs. Because of this, we believe that store managers’ employee climate perceptions will have a more impactful and enduring effect.…”

Section: Introductionmentioning

confidence: 99%

How store managers’ employee climate perceptions affect frontline employee, customer and store performance outcomes: an examination in the small-store setting

Deitz

Hansen

DeCarlo

et al. 2021

EJM

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Purpose The purpose of this paper is to examine the effects of store managers’ employee climate perceptions on frontline employee (FLE), customer and store performance outcomes in the small-store setting. Design/methodology/approach This study derives the findings from a multi-source data set acquired in partnership with a North American-based retailer that includes survey responses from 1,133 store managers, 5,591 FLEs and 16,488 customers. This paper matches survey responses to corporate records and store sales and operations data. Findings This study finds that store managers’ employee climate perceptions affect FLEs both directly and indirectly, through store manager social support behaviors. This paper tests the boundary conditions for these findings by examining the moderating effects of store-level FLE tenure heterogeneity and competitive intensity. Study results provide partial support for the hypothesized relationships with regard to FLE tenure heterogeneity, but not competitive intensity. Research limitations/implications This research is subject to many of the limitations common to a survey-based study. While the use of one retailer provided opportunities to examine store-level performance data, future research would benefit by using a more expansive data set spanning several companies and industries. Moreover, as the current study was set in the small-store setting, future research should explore how store managers’ influence fluctuates depending on store size and the mechanisms through which organizational priorities flow through other management levels (e.g. department managers) in large retailers. Practical implications Study results provide managerial guidance regarding the implementation of an employee climate for the delivery of an enhanced customer experience and superior financial performance. Originality/value Although researchers have paid considerable attention to employees’ psychological and organizational climate perceptions, this study makes a unique contribution by examining the effects of store managers’ employee climate perceptions on FLE, customer and store-level outcomes.

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The influence of a retail store manager in developing frontline employee brand relationship, service performance and customer loyalty

Cited by 56 publications

References 65 publications

A Review of Employee Performance: Mini-Review Approach

A Review of Employee Performance: Mini-Review Approach

Resource integration and dynamic capability of frontline employee during COVID-19 pandemic: From value creation and engineering management perspectives

How store managers’ employee climate perceptions affect frontline employee, customer and store performance outcomes: an examination in the small-store setting

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