Structural relationships between organizational service orientation, contact employee job satisfaction and citizenship behavior

Abstract

PurposeThe purpose of this paper is to contribute to the knowledge of how organization service orientation (OSO) influences job satisfaction and organizational citizenship behavior (OCB) of customer‐contact employees.Design/methodology/approachQuestionnaires were carried out in 149 hotel firms. One customer‐contact employee and the manager provide the data in each hotel. The constructs were measured using existing scales. Structural equation models were used to examine the effects.FindingsThe empirical results enable one to identify the dimensions of OSO on which the managers of hotel firms should place greater emphasis in order to stimulate employee job satisfaction and OCB.Research limitations/implicationsThe results are limited by the specificity of the geographic context. It would be of interest to complete the model by incorporating other variables, such as employees' trust of management, role conflict and role ambiguity, and measures of performance such as service quality.Practical implicationsThe results indicate that managers must use service communicative leadership and service encounter practices to influence directly employee OCB and human resource management to improve employee job satisfaction and OCB.Originality/valueThe paper provides empirical evidence about the positive effect of the OSO on employee job satisfaction and citizenship behavior in the hospitality industry.