Work design and frontline employee engagement

Abstract

PurposeIn response to calls for the identification of approaches that promote frontline employee (FLE) engagement, the purpose of this paper is to extend the current understanding of the influence of work design by testing competing mediating models that assess job resource and social exchange aspects of work design as either intermediate or antecedent mechanisms in reciprocal social exchanges between service provider firms and FLEs. Moderating effects of interactions between job resources and organizational support and customer focus on engagement are also assessed.Design/methodology/approachA questionnaire is administered to 525 FLEs from multiple service industries. Structural equation modeling is used to test hypotheses and examine their robustness relative to competing models. Common method bias is assessed using a confirmatory factor analysis marker variable technique.FindingsOrganizational support and customer focus are identified as proximal mediating social exchange aspects of work design that, consistent with role-specific conceptualizations of engagement, differentially influence FLE job and organization engagement.Practical implicationsThe study findings offer insight about how firms can implement job resource and social exchange aspects of work design to favorably influence FLE engagement.Originality/valueServices marketing research continues to focus more on service recipients than on FLE service providers. The examination of reciprocal social exchanges between service provider firms and FLEs sheds light on the complexities associated with exploiting aspects of work design to more effectively engage FLEs.