The influence of service orientation discrepancy between managers and employees on employees’ affective outcomes

Abstract

This study attempted to relate service orientation discrepancy (SOD) between employees and managers to employees’ affective reactions [role conflict (RC), role ambiguity (RA), job satisfaction (JS), and organizational commitment (OC)] in the restaurant industry. The findings of the study indicate that there is a SOD between managers and employees; employees saw themselves as more enthusiastic and less bureaucratic than managers. When this SOD was correlated with employee outcomes such as RC, RA, JS, and OC, the results indicated that SOD had a direct effect on RC, JS and OC. SOD also had indirect effects on JS, and OC through RC and RA. RC had a direct effect on JS and an indirect effect on OC. RA had a direct effect on JS. Finally, JS had a direct effect on OC.