Abstract
Primary data was obtained from six retail outlets of a large global retailer to determine the self-reported job performance expectations (E) and perceptions (P) of 292 employees and the perceptions of 106 supervisors about their subordinates’ actual job achievements. Unlike past studies, the focus of this study was on internal rather than the ubiquitous external customers’ views on the performance quality and productivity of retail employees. The survey revealed that employees’ performance expectations were much higher than their self-reported and the supervisors’ perceptions of employees’ performance. Although there were marginal differences in the mean scores between employees’ and supervisors’ perceptions, the average differences between the retail employees’ expectations and their self-reported perceptions (Ee – Pe values), as well as between their expectations and the supervisors’ perceptions (Ee – Ps values) of employees’ performance were between 0.82 and 1.57. Using Anderson’s (1973) expectation disconfirmation theory (EDT) this article analyses and discusses the cognitive dissonance between two performance evaluators
Highlights
Retail businesses are under constant pressure to cope with smaller profits and more vulnerable markets due to intense competition (McLean, 2006)
This study revealed the presence of negative expectation disconfirmation (E > P) gaps in multiple employee performance (PERFQ and performance productivity (PERFP)) measures
The research findings consistently revealed the presence of cognitive dissonances or gaps within and between what service employees have expected to perform and what they and their supervisors’ perceived employees were able to achieve in their jobs
Summary
Retail businesses are under constant pressure to cope with smaller profits and more vulnerable markets due to intense competition (McLean, 2006). This study adapted Parasuraman et al (1988, 1991) service quality concept by using several performance measures to establish the gaps between retail employees’ and supervisors’ expectations and perceptions of employees’ job performance. Based on Parasuraman et al (1988, 1991) similar arguments, this research hypothesised that the larger the E-P gaps for each of the service performance sub-measures, the higher would be the unmet expectations of employees This could affect their future contributions and the overall performance of organisations. Future researchers could for example, determine the extent to which the magnitude of E-P gaps are related to different types of employee behaviours and attitudes – such as their job motivation, job satisfaction, commitment, extra- and in-role behaviours, counter-productive behaviours, absenteeism as well as their turnover intentions
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