Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange.

Abstract

The authors proposed and tested a model describing the relationship between customer service providers' perceptions and attitudes toward their service-related duties and their customers' perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors. Perceived support from coworkers was significantly related to service providers' customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers' customer orientation was strongly related to customers' satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone.

Construindo o diálogo entre competência, recursos e desempenho organizacional

“…HPWS é a expressão usada para defi nir -vagamente -inovações no ambiente de trabalho, como equipes semi-autônomas, sistemas de planejamento participativos, desenhos inovadores de plantas, remuneração elevada e uso intensivo de práticas de RH (Farias e Varma, 1998 Varma et al (1999), examinando a satisfação dos empregados como driver do desempenho, observaram que a maior satisfação dos empregados estava relacionada ao aperfeiçoamento da performance operacional e fi nanceira. Fulmer et al (2003), pesquisando empresas de capital aberto entre as 100 melhores para se trabalhar nos Estados Unidos -no ano de 1998 -, constataram que relações de trabalho positivas estavam relacionadas à superioridade em indicadores como retorno sobre ativos e valor de mercado sobre valor contábil, se comparadas a empresas do mercado em geral, e superioridade nos retornos para acionistas a longo prazo, quando comparadas a uma amostra de empresas semelhantes.…”

“…Pugh (2001) estudou como as emoções do funcionário infl uenciam as dos clientes e, por sua vez, impactam na avaliação percebida do serviço. Susskind et al (2003) verifi caram que o apoio de colegas e supervisores afeta a determinação de padrões do serviço e como esse infl uencia a orientação para os clientes e sua satisfação.…”

“…Isso pode explicar por que estudos com outros drivers tendem a se concentrar em um setor -como escritórios de advocacia para Hitt et al (2001) Delaney et al (1996) Guthrie (2001) Batt (2002) Arthur (1994) Husselid (1995Husselid ( , 1997Husselid ( , 1999) Delaney et al (1996) Varma et al (1999 Bae et al (2000) Guthrie ( Por outro lado, todas as organizações possuem práti-cas de RH mais ou menos sofi sticadas. Daí que vários estudos tenham escolhido tais práticas para testar até que ponto sua sofi sticação estaria relacionada à performance.…”

Two social exchanges and service personnel’s internal service behavioural intention at international tourism hotels

“…According to the theory of social exchange, employees who perceive a high degree of organizational support have positive attitudes and behaviours toward giving back to the organization (Eisenberger, Fasolo, and Davis-LaMastro, 1990). In the co-worker exchange, the employees believe that co-workers are willing to assist them in completing their work in terms of knowledge sharing, encouragement, and assistance (Susskind, Kacmar, Borchgrevink, 2003). To obtain the co-workers' support and assistance, employees contribute the same.…”

A conceptual model of job burnout and work social support

“…Almost all the situations, supportive coworkers are significant in prompting employee morale, completing assigned work-related tasks, and create an environment where employees share their creative ideas as well as mistakes without any obstruction (Joiner, 2007;Susskind, Kacmar, & Borchgrevink 2003). Employees are able to access more job resources when they perceive high coworker support that allow them to manage the stress at 6 work (Guchait, Paşamehmetoğlu, & Dawson, 2014).…”