Employee Service Behavior Research Articles

Pengukuran Kepuasan dan Kualitas Pelayanan terhadap Konsumen Jasa Transportasi Kereta Api

This research aims to analyze the measurement of customer satisfaction and service quality in the context of rail transportation services. The theory used in this research is the Servqual theory, which emphasizes five dimensions of service quality, namely concrete evidence, reliability, responsiveness, assurance, and empathy. The research method applied was a survey design involving 140 respondents who used rail transportation services in Surakarta. Sampling was carried out using a purposive sampling method, with the criteria being that respondents were less than 40 years old and had used train transportation services at least 4 times in the last year. The research results show that there is a positive influence of employee service behavior orientation on service quality with a T statistic of 7.041 (>1.96) and a P value of 0.000 (<0.05) and a positive influence of physical facilities on service quality with a t statistic of 4.860 (>1.96) and P value 0.000 (<0.05). Apart from that, service quality has also been proven to have a positive effect on consumer satisfaction with a T statistic of 12.942 (>1.96) and a P value of 0.000 (<0.05). The implication of these findings is that it is important for rail transportation service companies to pay attention to employee behavior and physical facilities as an effort to improve service quality, which in turn can increase consumer satisfaction and the competitiveness of transportation service companies.

Impact of green HRM practices on bank employee service behaviors

This study aims to examine the influence of green human resource management (HRM) practices on the service behaviors of bank employees operating in the banking sector of Bangladesh. The study endeavors to offer valuable insights into the effectiveness of green HRM practices in enhancing practices and employee service behaviors in the banking sector. The results indicate that green human resource management practices have a beneficial influence on employee service behaviors by green knowledge sharing, green training and development, green performance appraisal, green reward system. This study also emphasizes how green HRM practices affect banks in terms of organizational sustainability, employee motivation, talent acquisition and retention, and the necessity of ongoing evaluation and improvement. Moreover, the current study used convenience sampling techniques to collect data from 258 workers of several commercial banks in Bangladesh using a self-reported questionnaire that had been modified from other studies. 95% confidence interval was used to accept the hypotheses during regression analysis. The results show that each and every hypothesis is supported, whereas hypothesis tests were analyzed using SPSS version 26.0. The results show that employees’ knowledge sharing tendency, training facility, performance appraisal and reward system have a significant and positive impact on bank employees’ service behavior. This study may contribute to the growing subject of sustainable HRM and offers useful advice for banks looking to include environmental sustainability into their HRM plans to spur progress and enhance service.

Relationships between human resource management practices, employee satisfaction, service quality, and employee service behavior in the hotel industry

The hotel industry is critical in developing the economy. Moreover, it is the largest and most rapidly growing industry in Jordan. Employee satisfaction is a crucial element for the success of any organization, particularly in the hotel industry. Therefore, this study aims to examine the influence of human resource management (HRM) practices since these constructs could influence different outcomes at the workplace, such as employee satisfaction, service quality, and employee service behavior in the hotel industry. The study has undertaken five primary HRM practices – recruitment, capability, compensation, performance appraisal, and training and development (T&D) – to measure their impact on employee satisfaction, service quality, and employee service behavior. Data were collected from 290 employees and 290 customers of Jordan’s hotels across all categories in the four main tourist attractions: Amman, Petra, Aqaba, and the Dead Sea. A quantitative approach was employed using various statistical tools such as mean, tabulation of data, correlation, and ANOVA by SPSS software. The results indicated that HRM practices positively affect service quality, employee service behavior, and employee satisfaction. It was also found that when employees in Jordan’s hotel industry demonstrate excellent service behavior, the customer perceptions of service quality increase. Finally, effective human resource management strategy systematically organizes all individual human resource management measures to directly influence employee satisfaction, service behavior, and service quality in a way that leads hotels to achieve organizational success.

Value co-creation and employee service behaviours: The moderating role of trust in employee - hotel relationship

Value co-creation (VC) is generally considered as having mutually beneficial implications for all actors involved. Nonetheless, emerging evidence on value co-destruction and its consequences on the wellbeing of co-creating actors implies that narrowing down on specific fallouts of this process is needed for managerial interventions. This paper contributes to the value-co-creation literature by exploring the relationship between customer participation in VC on some difficult to detect employee service behaviors: workaholism and fear-based silence. The extent to which employee trust (TRS) in employee – hotel relationship moderates these relations is assessed. While the findings from 422 frontline employee-customer data within luxury hotels in Ghana support a negative effect of VC on fear-based silence and workaholism, TRS buffered these effects. We recommend that VC in service failure and recovery be approached with tact, compassion, and forgiveness.

The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels

This study tests a trickle-down effect regarding how servant leadership flows from top-to middle-level leaders, resulting in frontline employees' service-oriented behaviors and service quality. Using multiple validations, we develop and test a measure of servant leadership at various levels in the hospitality industry. Drawing on data from 325 employee–supervisor pairs of workgroups in 9 Chinese, star-level hotels, results from hierarchical linear modeling support the service profit chain theory and trickle-down model of leadership by demonstrating influence of top- and middle-level servant leadership on frontline employees. Cross-level moderation analysis suggests service climate moderates the effect on service-oriented behaviors, but in an inverse direction.

Unit-level linkages between employee commitment to the organization, customer service delivery and customer satisfaction

Service profit chain and service climate research identifies the importance of employee attitudes and employee service behavior as mediating between organizational practices and customer satisfaction. While the importance of employee attitudes and customer service performance are acknowledged, there are calls to more precisely specify proximal mediators between employee attitudes and customer satisfaction. We propose a model in which the relationship between unit-level organizational commitment and customer attitudes is not direct but mediated via employees' customer service delivery including queuing time, serving time and service quality. We conducted a longitudinal unit-level analysis (N = 39) aggregating employee (N over 893) organizational commitment and customer (N over 1248) satisfaction data, and customer service behavior drawn from organizational records. Our model received reasonable support from basic tests of the predictive associations between unit-level organizational commitment, customer-relevant employee behaviors and customer satisfaction; however, organizational commitment was not found to be an important predictor in more rigorous change analyses. The findings as a whole therefore suggest that organizational commitment is a feature of units delivering fast, quality service, but its causal role is as yet unclear.

Customer Preferences for Frontline Employee Traits: Homophily and Heterophily Effects

ABSTRACTAlthough previous research has underscored the significance of the personality traits of frontline employees (FLEs) in employee service behaviors, knowledge about customer preferences for FLE personality traits is lacking. This study responds to this gap in the literature, empirically assessing customers’ preferences for FLE personality traits. The main research objective is to investigate whether and how these preferences vary with the customer's own personality. The study proposes and tests a conceptual framework that reconciles two opposing theoretical perspectives—homophily and heterophily. The existing research in interpersonal psychology has only given limited support to the heterophily effect, whereas it has consistently evidenced the homophily effect. Moderator analyses indicate these effects are largely invariant across customer and service characteristics. Notwithstanding this, post hoc tests show that the level of preferred FLE traits is positively related to the level of customer traits. Equity theory helps explain these seemingly conflicting results.

Effect of Service Climate on Service Quality: Test of a Model Using Hierarchical Linear Modeling

This study builds on the research evidence of the positive influence of employees' perceptions of service climate and service quality on customer satisfaction with service (Parkington & Schneider, 1979; Schneider, Parkington, & Buxton, 1980).The study tests a model of the relationship between service climate and customer satisfaction using the themes identified by Schneider, Wheeler & Cox (1992). It was hypothesized that human resource practices, interpersonal relationships, coordination, and service emphasis will have a positive relationship with customer service quality. Similarly employee service behaviors, employee service capability and employee service quality will have a positive relationship with customer service quality. Data was collected from employees and customers of a State Government agency. The proposed model was tested using hierarchical linear modeling (HLM).The correlation matrix indicated that there were significant relationships between the variables in the model. Results of model fitting using HLM indicated that human resource practices, service emphasis, employee service behavior and service capability had a positive impact on customer satisfaction, whereas interpersonal relationships had a negative impact on customer satisfaction. No relationships were found between coordination practices and employee service quality with customer service quality. There was significant moderation effect for the office at which the service was delivered.

EFEK KOMITMEN MANAJEMEN PUNCAK TERHADAP PERILAKU PELAYANAN KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI

The purpose of this paper is to examine the impact of management commitment to service on employee service behaviors and to develop and test a conceptual model of the antecedents and consequences of job satisfaction in the hospitality industry. The conceptual framework consists ofthe following constructs: management support, reward, empowerment, training, job satisfaction, extra role customer service behavior and cooperation. Moreover, six (6) hypotheses were developed and tested. Instrument test of validity and reliability used to test the validity of themeasures, while multiple regression was used in hypotheses testing. Data were collected from110 respondent who are working at Sekolah Dian Harapan Daan Mogot, Jakarta Barat. Strong support was found for 1 of the 6 hypotheses. Findings reveal that management support has positive effects on job satisfaction. It is shown that reward, empowerment, training are notrelated to job satisfaction. Moreover, it is demonstrated that the two dimensions of service behavior – extra-role customer service behaviors and cooperation also are not related to jobsatisfaction. Importantly, it is found that job satisfaction can be created from employee servicebehavior as the school is applying the management support to the employees.Keywords: school, management commitment, management support, employee job satisfaction,service behaviors

EFEK MANAGEMENT COMMITMENT TERHADAP SERVICE ON EMPLOYEE SERVICE BEHAVIORS : PERANAN MEDIASI DARI JOB SATISFACTION

The purpose of this paper is to examine the impact of management commitment to service on employee service behaviors and to develop and test a conceptual model of the antecedents and consequences of job satisfaction in the hospitality industry.The conceptual framework consists of the following constructs: management support, reward, empowerment, training, job satisfaction, extra role customer service behavior and cooperation. Moreover, six hypotheses were developed and tested. Instrument test of validity and reliability used to test the validity of the measures, while multiple regression was used in hypotheses testing. Data were collected from 110 respondent who are working at Sekolah Dian Harapan Daan Mogot, Jakarta Barat.Strong support was found for 1 of the 6 hypotheses. Findings reveal that management support has positive effects on job satisfaction. It is shown that reward, empowerment, training are not related to job satisfaction. Moreover, it is demonstrated that the two dimensions of service behavior— extra-role customer service behaviors and cooperation also are not related to job satisfaction. Importantly, it is found that job satisfaction can be created from employee service behavior as the school is applying the management support to the employees.Keywords: management commitment; management support; employee job satisfaction; service behaviors

The Effect of Management Commitment To Service On Employee Service Behaviors: the Mediating Role of Job Satisfaction

This study focuses on the effect of four management-commitment-to-service factors (i.e., organizational support, rewards, empowerment, and training) on employees' job satisfaction and service behaviors. Ten hotels, located in Bangkok, the capital of Thailand, participated in this study. The structural equation model using Thai hotel workers indicated that rewards, empowerment, and training are positively related to job satisfaction but did not support a path from organizational support to job satisfaction. The positive impact of empowerment on employees' job satisfaction in a high-power-distance culture such as Thailand was an unexpected finding. It may result from proper training and reward systems offered to young Thai frontline employees who are familiar with and favor U.S. (Western) culture. Furthermore, job satisfaction was found to have a significant influence on Thai employees' extra-role customer service behaviors and cooperation. In summary, this study shows that job satisfaction serves as a mediator between three management service initiatives (rewards, empowerment, and training) and employees' service behaviors toward customers and coworkers.

Airline employee's service behavior toward different nationalities

Stereotyping of groups is unique and has influences on emotions and behaviors. The aim of this study was to examine the relationship between national stereotyping, emotion and service behavior of South Korean airline employees towards passengers from four countries (China, Japan, the USA and South Korea, based on both Hofstede's cultural dimensions and the entrance rates to Korea), and whether there is a difference in constructs for each of the four countries’ passengers. South Korea was involved in this study to compare an in-group with the out-groups. Four models were acceptable, and we found that national stereotyping, emotions and service behaviors are significantly different among the four countries. The results imply that national stereotyping and cultures affect the service behavior of South Korean airline employees.

Relative Influences of Affect and Cognition on Behavior: Are Feelings or Beliefs More Related to Blood Donation Intentions?

Relative Influences of Affect and Cognition on Behavior: Are Feelings or Beliefs More Related to Blood Donation Intentions?

Service Recovery Efforts in Fast Food Restaurants to Enhance Repeat Patronage

The purpose of this study is to: (a) identify service failure incidents; (b) identify service recovery efforts; and (c) determine the effects of resolution levels repeat patronage. Employee service behavior and monetary rewards were found to have a significant effect on resolution levels. The manager should provide guiding principles to improve service quality. Furthermore, mentoring and empowerment may improve employee service performance. Complete resolution leads to repeat patronage. The study found significant relationships between demographic characteristics with service failures and service recovery efforts. Lastly, there were significant relationships between the critical service failures and service recovery efforts and types of fast food restaurants.

The Effects of Service Recovery on Repeat Patronage

The objectives of the study are to: (a) identify and rate critical incidents of service failures; (b) determine what kind of service recovery efforts will significantly affect the resolution of a service failure; and (c) determine the significant effects of resolution levels on consumer repeat patronage. The service recovery efforts were related to non-monetary dimensions of employee service behavior and proactive service staff, and monetary incentives. Employee service behavior was found to have the most significant effect on the complete resolution, followed by monetary incentives, and proactive service staff. The manager should provide mentoring, training, communication role-playing scenarios, and empowerment opportunities, which allows the employee to be effective in providing an equitable service failure resolution. Lastly, only complete resolution results in repeat patronage, while partial resolution and unresolved service failures served as a deterrent to the guest's return patronage. Therefore, management and staff should do their best to achieve a complete resolution to maximize guest repeat patronage.