Customer Service Behavior

Ryan, Ann Marie; Ployhart, Robert E.

doi:10.1002/0471264385.wei1215

Cited by 65 publications

(61 citation statements)

References 114 publications

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“…Customer service performance includes job behaviors that service employees perform to drive customers' perceptions of service quality and satisfaction (Ryan and Ployhart 2003). These behaviors are directed at customers with the intention of benefiting or helping the customer, and as a result they represent a form of prosocial organizational behavior comprising both in-role and extrarole forms of behavior (George 1991).…”

Section: Supportive Service Climate and Customer Service Performancementioning

confidence: 99%

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

Michel

Kavanagh

Tracey

2012

Cornell Hospitality Quarterly

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rnell Hospitality Quarterly XX(X) Michel et al. 2012 Numerous factors in the work environment may influence the extent to which employees in customer-contact positions are motivated to perform their roles effectively and remain committed to the organization. In a recent study of the service and hospitality firms included on Fortune magazine's list of "best companies to work for," Hinkin and Tracey (2010) found that an employee-focused environment that puts a premium on service quality plays a central role in distinguishing the firms on this list. Given the critical role of customer-contact employees in maintaining a highquality hospitality environment, it is important to understand the nature and role of employee perceptions about the work environment that may influence their attitudes, motivation, and performance regarding customer service.Such perceptions are commonly referred to as service climate perceptions. In general, service climate refers to employee perceptions regarding the extent to which service quality behaviors are rewarded, supported, and expected by an organization (Schneider and White 2004). Two primary approaches have been taken to examine the role and impact of service climate perceptions. The first approach focuses on the collective impact of perceptions about the work context, typically characterized as organizational service climate perceptions. Researchers who have utilized this approach have examined the impact of aggregate-level service climate perceptions on various firm-or business-level measures of performance as well as individual-level outcomes such as job attitudes, motivation, and job performance (e.g., Borucki and Burke 1999; Schneider and White 2004; Way, Sturman, and Raab 2010). The findings have shown consistently positive relationships between an organization's service climate and such outcomes as customer satisfaction with service quality.The second approach to understanding the influence of perceptions about the work context in service firms focuses on the impact of individual-level or psychological service climate perceptions. James (1982) argued that climate perceptions are best conceptualized at the psychological level since these are perceptions of individual employees. In support of this contention, research has demonstrated a significant relationship between psychological climate perceptions for service and such important outcomes as employee affect (Tsai 2001), job satisfaction (Carless 2004), job AbstractWhile scholars know a great deal about the operational challenges faced by customer-contact employees in the hospitality industry, there is much to be learned about the factors associated with the work context that influences employee motivation, performance, and retention. In this study, the authors examined the nature and impact of perceptions about an organization's customer service climate on ratings of self-efficacy, customer service job performance, and intentions to leave among employees in customer-contact positions. Results demonstrated that employees' ...

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Section: Supportive Service Climate and Customer Service Performancementioning

confidence: 99%

Got Support? The Impact of Supportive Work Practices on the Perceptions, Motivation, and Behavior of Customer-Contact Employees

Michel

Kavanagh

Tracey

2012

Cornell Hospitality Quarterly

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“…Clearly these interactions are designed and experienced differently. By using specific dimensions of service behaviors (Bowen & Schneider, 1988;Ryan & Ployhart, 2003), we show how each perspective can be correct yet incomplete in its assumptions. We aim to show how future research in either camp should more specifically consider these dimensions to help to explain when interactions with the public are motivating and beneficial versus draining and dysfunctional to the employee.…”

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confidence: 99%

Interactions with the public: Bridging job design and emotional labor perspectives

2010

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“…In businesses as diverse as banks, insurance companies, auto dealerships, hotels, truck rental, R & D, and consulting, a variation on the same theme emerges: Employee descriptions of the way their organizations function vis-à-vis service and customer focus are significantly correlated with customer experiences (Bowen & Ford, 2002;Dean, 2004;Ryan & Ployhart, 2003;Schneider & White, 2004). When employees describe their organization as one that rewards, supports, and expects excellence in service quality and/or has a strong customer orientation, customers of those same organizations report they receive superior service and/or are satisfied-and that they will be loyal to the firm (Heskett, Sasser & Schlesinger, 1997;Schneider, Ashworth, Higgs & Carr, 1996;Schneider, White & Paul, 1998).…”

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confidence: 99%