Abstract
Customer-contact employees' responsibility is to manage the interface between the customer and the organization, probably one of the most critical tasks in terms of the ultimate success of the organization (Anderson et al., 1997). It is reasonable to expect that managers with responsibility for organizing, developing and controlling customer contact employees do so effectively and efficiently (Anderson et al., 1997). As has been progressively recognized, both in academia and professionally, a major problem concerning the performance of customer contact employees is the quality of the management they receive (Kelley, 1992).
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