Customer loyalty to one service worker: Should it be discouraged?

Bove, Liliana L.; Johnson, Lester W.

doi:10.1016/j.ijresmar.2006.01.007

Cited by 112 publications

(97 citation statements)

References 66 publications

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“…Our results show that IRCS has an impact on customers' firm commitment directly and through staff trust and staff commitment indirectly. This is consistent with Bove(2006)'s finding that the positive feelings a client has towards a service worker will transfer to the service business [31] .…”

Section: Academic Implicationssupporting

confidence: 88%

An Empirical Study on the Interpersonal Relationship between Customers and Staff in Professional Services in China

Song¹,

Liu²,

Da-hai³

2017

Proceedings of the 2017 3rd International Conference on Humanities and Social Science Research (ICHSSR 2017)

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Abstract. This study examines the interpersonal relationship between Customers and Staff in professional service in China, which differs from the Chinese "Gunxi" in the B2B field. Based on the attitude theory, this study examines the interpersonal relationship between customer and staff from both cognitive and emotional aspects. Three dimensions are proposed: Closeness, Liking and Overall Recognition, and then a conceptual model between the interpersonal relationship and customer commitment is constructed. Both the scale and the model are tested with nation-wide data. The results show that interpersonal relationship has an impact on customers' firm commitment directly and through staff trust and staff commitment indirectly. Theoretical and practical contributions of the results are discussed.

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Section: Academic Implicationssupporting

confidence: 88%

An Empirical Study on the Interpersonal Relationship between Customers and Staff in Professional Services in China

Song¹,

Liu²,

Da-hai³

2017

Proceedings of the 2017 3rd International Conference on Humanities and Social Science Research (ICHSSR 2017)

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show abstract

“…Because customers can develop loyalty toward a single contact employee (Bove and Johnson 2006), we also included measures of loyalty intentions toward the employee, adapting measures from Patterson and Smith (2003) and Zeithaml, Berry, and Parasuraman (1996), along with measures of affective commitment to the employee (Gruen, Summers, and Acito 2000;Verhoef 2003). For a complete list of the measures, see Online Appendix B.…”

Section: Stage 3: Developing the Questionnaire And Collecting Datamentioning

confidence: 99%

Employee Emotional Competence

Delcourt

Gremler

Riel

et al. 2015

Journal of Service Research

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Customers often experience intense emotions during service encounters. Their perceptions of how well contact employees demonstrate emotional competence in emotionally charged service encounters can affect their service evaluations and loyalty intentions. Previous studies examining employees' potential to behave in emotionally competent ways (i.e., employee emotional intelligence [EEI]) have used self-or supervisor-reported scales to predict customer outcomes, presenting EEI as stable and independent of the context. However, service firms should be more concerned with the actual display of emotionally competent behaviors by employees (employee emotional competence [EEC]), because employee behaviors vary across encounters. Moreover, a customer perspective of EEC is useful, as customer perceptions of employee performance are crucial predictors of satisfaction and loyalty. Therefore, this study proposes a conceptualization and operationalization of EEC in a service encounter context. On the basis of a comprehensive literature review and in-depth interviews, the authors develop a scale to capture customer-perceived EEC, defined as an employee's competence in perceiving, understanding, and regulating customer emotions during a discrete service encounter. The scale achieves good reliability and validity. Researchers can use it to explore the role of EEC in service contexts, and managers can employ the scale to diagnose EEC and improve the customers' service encounter experiences.

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“…For example, it is likely that employees with excessive levels of CO may be more likely to engage in excessive customer-oriented or deviant discretionary behaviors (Lam, 2007); designed to benefit the customer at the expense of the organization. Such behaviors may have implications both for the firm's bottom-line as well as for relational outcomes of customers e.g., customers developing loyalty to the specific service employee rather than through the employee to the organization (see Bove & Johnson, 2006). The effects of such behaviors are likely to be even more pronounced in situations where the employee and the customer are in contact over a long period.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Customer orientation of frontline employees and organizational commitment

Ifie

2014

The Service Industries Journal

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This study investigates the effect of alignment between employee and firm customer orientation on the organizational commitment of frontline service employees.Furthermore, the study examines how the size and nature of the discrepancy between employee customer orientation and firm customer orientation affects organizational commitment.The results suggest that organizational commitment is stronger when employee and firm customer orientation are matched than when they are not. Furthermore, organizational commitment is slightly stronger when employee customer orientation exceeds firm customer orientation than when the reverse is the case. The results suggest that efforts expended by firms in hiring and retaining customer-oriented service workers will be unlikely to yield optimal commitment benefits without simultaneous investments to improve firm-level customer orientation.

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Customer loyalty to one service worker: Should it be discouraged?

Cited by 112 publications

References 66 publications

An Empirical Study on the Interpersonal Relationship between Customers and Staff in Professional Services in China

An Empirical Study on the Interpersonal Relationship between Customers and Staff in Professional Services in China

Employee Emotional Competence

Customer orientation of frontline employees and organizational commitment

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