Perceived Service-Oriented High-Performance Work Systems and Global Service Performance

Abstract

Despite its role in building an internal capability to implement a service excellence strategy, research has yet to examine whether perceptions of a strategically-focused human resource (HR) system instills customer orientation in frontline employees and ultimately, enhance their service role performance. Drawing on an integrated extended self and psychology of ownership framework, this study examines processes linking perceived service-oriented high-performance work systems (HPWS) and global service role performance. Multi-wave data obtained from 530 employees and 53 supervisors in the hospitality industry were used to test our hypotheses. Multilevel structural equation modeling (MSEM) results revealed that higher levels of supervisor customer orientation strengthened the perceived service-oriented HPWS-employee customer orientation relationship leading to job-based psychological ownership. In turn, job-based psychological ownership related to global service performance and together with employee customer orientation, sequentially mediated the influence of perceived service-oriented HPWS on a broader conceptualization of service role performance.