Testing a branch performance model in a New Zealand bank

The concept of emotional intelligence (EI) has attracted substantial interest in the popular and organisational psychology literature. Although the predictive validity of EI is likely to depend on the context and focus of interest, researchers have identified a positive relationship between EI and job performance in the case of roles, which involve emotional labour, such as customer service. It offers the prospect of providing insights into job performance that have not been explained by traditional cognitive intelligence. This article explores the impact of EI on the service performance of frontline employees in the casino industry. The researchers test the hypothesis that EI is a predictor of the service performance of casino service representatives. A sample of 152 casino frontline employees in a large Australasia-based casino responded to a questionnaire-based survey, which considered EI, the five factors of personality and job performance. Based on multiple regression analysis, the results confirmed that EI is a significant predictor of the service performance of casino frontline employees for the high-roller market.

PurposeThe impact of managerial coaching on frontline employee performance has received initial support in literature in recent years. However, no studies have explored if this impact should vary according to the career stage that the employee is in. If an interaction effect exists, then managers should expect different results when coaching people in different stages of their careers. Otherwise, all employees (independently of their career stage) can benefit from the positive impact of coaching and, thus, the manager can expect a continuous positive outcome on employee performance throughout their careers. Accordingly, the purpose of this paper is to evaluate the moderation effect of an employee’s career stage on the relationship between managerial coaching and performance.Design/methodology/approachA sample of 318 financial advisors from two Canadian banks was used to collect data on the amount, and quality, of managerial coaching received by the employees, as well as their performance. multigroup confirmatory factor analysis ran in AMOS was used to test the moderation effect of experience.FindingsResults confirmed the positive effect of managerial coaching on frontline employee behavioral and sales performance, but no moderation effect was found. The measuring and causal models showed invariance for employees in their early (one to seven years of selling experience), middle (8-15 years), and late (more than 15 years) career stages, suggesting that managerial coaching will make a consistent contribution to performance throughout all the stages of the employee’s career.Research limitations/implicationsThe study makes two main contributions to the scientific literature. First, it offers an original study examining the effect of managerial coaching on frontline employee performance in the banking sector. Second, it examines the role of selling experience as a moderator in coaching processes, thus contributing to the limited literature on career stages.Practical implicationsThe study suggests that managers should equally devote their coaching efforts to all employees, independently of their selling experience. Contrary to the belief that rookies will benefit more from coaching, and that “you cannot teach an old dog new tricks,” results suggest that managerial coaching makes a continuous contribution to performance throughout all the stages of an employee’s career.Originality/valueTo the authors’ knowledge, this is the first study to examine the moderation effect of selling experience on coaching consequences, and one of the few to present evidence of the positive effect of managerial coaching on frontline employee performance in the banking sector.

The hospitality industry heavily relies on the performance of frontline employees, and organizational citizenship behavior (OCB) plays a crucial role in enhancing service quality and customer satisfaction. This study investigates the impact of supervisor transformational leadership and servant leadership on three dimensions of OCB among frontline employees in the hospitality industry in Da Nang, Vietnam. Additionally, the moderating role of trait gratitude is examined. A theoretical model grounded in social exchange theory, broaden-and-build theory, and experimental studies is developed and empirically tested using data collected from 346 frontline employees of 3-star (or higher) hotels in Da Nang. The findings reveal that both supervisor transformational leadership and servant leadership significantly impact organizational citizenship behavior toward the organization (OCBO) and toward customers (OCBC), with supervisor servant leadership exhibiting a stronger influence. However, the hypothesized relationships between supervisor transformational leadership, supervisor servant leadership, and organizational citizenship behavior toward individuals (OCBI) are found to be nonsignificant. Moreover, trait gratitude moderates the relationship between supervisor transformational leadership and OCBO, as well as the relationship between supervisor servant leadership and both OCBO and OCBC. This research contributes to the understanding the effect of leadership style on OCB dimensions in the hotel industry and highlights the role of personality traits, such as trait gratitude, in shaping OCB.

In this paper we are identifying the main factor affecting front-line employees' performance in Bahrain's hotels and tourism industry. The techniques of the focus group and the analytic hierarchy process (AHP) were utilized to collect and analyze the data from the front-line employees, various HR managers in Bahrain hotels, and customers. Besides the guests from three hotels: Ritz Gourmet Lounge, Jumeirah Royal Saray, and Four Seasons Hotels, which are the most famous hotels in Bahrain. The results reveal that training is the most important factor in enhancing front-line employee's performance in Bahrain hotels and tourism industry. The Work Result is the least critical criterion through assessing the employee's performance. The Incentives and Reward are the least attended and practiced factors by hotels in Bahrain.

We investigated the relationship between middle managers' transformational leadership and the performance of frontline employees who are two levels below the middle managers. We identified two pathways through which this cross-level influence occurs and tested two moderators operating on these two pathways. The first pathway is a direct effect from middle managers to employees, bypassing the influence of employees' immediate supervisor (the bypass effect). We further hypothesized that the bypass effect is moderated by the employees' collectivistic value. The second pathway is a cascading of leadership behaviours from middle managers to first-line supervisors, whose transformational leadership then enhances employees' performance (the cascading effect). We further hypothesized that this cascading effect is moderated by the supervisors' power distance value. These hypotheses were tested with a sample of 491 frontline employees, 98 frontline supervisors, and 30 middle managers in three organizations in China. The three-level hierarchical linear modelling results supported the four hypotheses.

abstractWe investigated the relationship between middle managers' transformational leadership and the performance of frontline employees who are two levels below the middle managers. We identified two pathways through which this cross‐level influence occurs and tested two moderators operating on these two pathways. The first pathway is a direct effect from middle managers to employees, bypassing the influence of employees' immediate supervisor (the bypass effect). We further hypothesized that the bypass effect is moderated by the employees' collectivistic value. The second pathway is a cascading of leadership behaviours from middle managers to first‐line supervisors, whose transformational leadership then enhances employees' performance (the cascading effect). We further hypothesized that this cascading effect is moderated by the supervisors' power distance value. These hypotheses were tested with a sample of 491 frontline employees, 98 frontline supervisors, and 30 middle managers in three organizations in China. The three‐level hierarchical linear modelling results supported the four hypotheses.

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.

The current work contributes to the front line employee (FLE) performance literature by utilizing a Job Demands-Resources perspective to delineate the effect of productivity propensity on job stressors, work engagement, and job outcomes while including the effects of a job resource, supervisor support, and a moderating condition of job demands, customer workload. The results support several hypotheses and reveal that the effects of the construct on role perceptions are moderated by customer workload and that it affects job performance. The holistic nature of the full JD/R approach allows for stronger statements to be made regarding the contribution of the construct to the FLE performance literature.

The effects of selected individual characteristics on frontline employee performance and job satisfaction

ABSTRACTNumerous studies have investigated the performance of frontline employees (FLEs) and how these employees influence organizational success. Because customer‐perceived outcomes are important, much attention has been devoted to the customer orientation (CO) construct. The weak influence of CO on external measures, however, has led to numerous research questions. The current work addresses these questions by introducing a new construct, “productivity propensity,” while examining its relationship with CO and multiple outcome measures. Results from two distinct samples suggest that the construct is a valuable addition to the FLE literature.

The concept of good government (good government governance) is one of the elements that must be intertwined with thE-Government and the private sector. The aim of this research is to determine the influence of E-Government and Employee Commitment on improving employee performance through Digital Competence at the Greater Surabaya General Election Supervisory Agency. This study uses a quantitative approach. The data collection technique used in this research is Google Form. Data analysis was carried out through direct and indirect influence tests. This test was carried out using the SmartPLS statistical program and looked at the total direct effect and indirect effect calculations. The results of this research are that employee commitment has a positive and significant direct influence on employee performance, employee commitment has a positive and significant direct influence on digital competence, digital competency has a positive and significant direct influence on employee performance, E-Government has an influence positive and significant direct influence on employee performance, while the indirect influence is that employee commitment has a positive and significant direct influence on employee performance through digital competency as mediation, and digital competency functions as partial mediation, and for E-Government it has a positive direct influence and significant to employee performance through digital competence as mediation, where competence functions as partial mediation. This means that the better the implementation of E-Government and Employee Commitment, the greater the increase in Digital Competence so that it can improve employee performance at the Greater Surabaya General Election Supervisory Agency.

Impact of service climate and psychological capital on employee engagement: The role of organizational hierarchy

This study examined the relationships between frontline employees’ (FLEs’) shared perceptions of service-oriented high-performance work systems (SO-HPWSs), work engagement, and service climate. It also investigated how these shared perceptions related to store managers’ assessments of FLEs’ collective in-role and extra-role service performance, customer satisfaction, and store loyalty in the same retail chain. Data were collected from 781 FLEs, 70 store managers, and 803 customers from 70 stores in the same retail chain. Findings showed that SO-HPWSs predict work engagement and service climate; work engagement predicts service climate; and service climate predicts in-role and extra-role service performance and customer satisfaction.

PurposeThe purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior.Design/methodology/approachThe study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22.FindingsWorkplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it.Practical implicationsThis study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing.Originality/valueThe literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

Transformational leadership and employee performance: The role of identification, engagement and proactive personality