Using work design to motivate customer-oriented behaviors

Abstract

ABSTRACTFront-line employee (FLE) attitudes and behaviors while interacting with consumers largely determine the success or failure of service organizations. To better understand how this happens, this research moves beyond the oversimplified argument that managers either must hire or specifically train for workers to be customer oriented and to perform customer-oriented behaviors (COBs). A third path is proposed and empirically explored that suggests managers use work design to influence FLEs at work motivation to perform COBs. Specific work design levers managers can employ – manager support and serial/investiture socialization – are shown to impact FLE organizational commitment and role clarity with customers. Through these individual internal processes service organizations motivate front-line workers to perform desired COBs.