Employee versus supervisor ratings of performance in the retail customer service sector: Differences in predictive validity for customer outcomes

Netemeyer, Richard G.; Maxham, James G.

doi:10.1016/j.jretai.2006.10.009

Cited by 128 publications

(99 citation statements)

References 38 publications

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“…Like other stakeholders in the organisation, employees are keen to achieve their own and that of their supervisors' and customers' expectations. We concur with Netemeyer and Maxham III (2007) that the existence of cognitive discrepancies between employees' job performance expectations and perceptions of their actual achievements could affect their future motivation to perform.…”

Section: Expectations-perceptions (E-p) Gapssupporting

confidence: 86%

“…However, the performance and contribution of service employees deserve more attention from management as they could affect service delivery and customer satisfaction (Camps Luna-Arocas, 2009;Malhotra & Mukherjee, 2004;McLean, 2006;Netemeyer & Maxham III, 2007;Tsaur & Lin, 2004). Past studies on services found significant and positive relationships between the performance of employees and external customers' perceptions of service quality (e.g., Bartel, 2004;Batt, Colvin, & Keefe, 2002;Bitner et al, 1990;Liao & Chuang, 2004;Schneider & Bowen, 1993;Tsaur & Lin, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

“…These are widely documented in the services, marketing, retailing, and consumer behaviour journals and books (e.g., Bishop-Gagliano & Hathcote, 1994;Bitner, Booms, & Tetreault, 1990;Coye, 2004;Heskett, Sasser, & Schlesinger, 1997Netemeyer & Maxham III, 2007;Zeithaml, Berry, & Parasuraman, 1990). As services are intangible, customers tend to evaluate the quality of services by observing and experiencing the behaviours and attitudes of employees during their service encounters (Schneider & Bowen, 1993).…”

Section: Introductionmentioning

confidence: 99%

“…Comparatively, it is the customers' rather than staff's needs that seemed to be the main organisational focus despite increasing empirical evidence that customers' perceptions of service quality and satisfaction are positively related to their service encounters with employees (e.g., Bitner et al, 1990;Coye, 2004;Heskett et al, 1997Heskett et al, , 2003Jiang, Klein, Roan, & Lin, 2000;Tsaur & Lin, 2004;Netemeyer & Maxham III, 2007).…”

Section: Introductionmentioning

confidence: 99%

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Job performance expectations and perceptions of retail employees: Cognitive dissonances between self-reports and supervisor-ratings

Tay

Lees

Dar

2016

SAJBM

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Primary data was obtained from six retail outlets of a large global retailer to determine the self-reported job performance expectations (E) and perceptions (P) of 292 employees and the perceptions of 106 supervisors about their subordinates' actual job achievements. Unlike past studies, the focus of this study was on internal rather than the ubiquitous external customers' views on the performance quality and productivity of retail employees. The survey revealed that employees' performance expectations were much higher than their self-reported and the supervisors' perceptions of employees' performance. Although there were marginal differences in the mean scores between employees' and supervisors' perceptions, the average differences between the retail employees' expectations and their self-reported perceptions (Ee -Pe values), as well as between their expectations and the supervisors' perceptions (Ee -Ps values) of employees' performance were between 0.82 and 1.57. Using Anderson's (1973) expectation disconfirmation theory (EDT) this article analyses and discusses the cognitive dissonance between two performance evaluators.

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Section: Expectations-perceptions (E-p) Gapssupporting

confidence: 86%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Job performance expectations and perceptions of retail employees: Cognitive dissonances between self-reports and supervisor-ratings

Tay

Lees

Dar

2016

SAJBM

View full text Add to dashboard Cite

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“…31 There are several findings suggesting that, from a retailer's perspective, service elements provided by appropriate and competent salespersons certainly are a critical success factor 32 . Netemeyer and Maxham (2007) 33 distinguish between in-role behaviors, in which employees' behavior is determined by the retailer brand's guidelines and then extra-role behavior, for which employees use their discretion.…”

Section: Sales Servicementioning

confidence: 99%

Retail Branding and Positioning

Strategic Retail Management

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SummaryThe objective of this thesis is to analyze the following problem statement:How can an optician brand, exemplified by Thiele, create an attractive position in a market that is assumed to be highly competitive with similar offerings?Based on the assumptions of category blurring and the difficulties of distinguishing between the optician brands offerings, we want to analyze how Thiele can differentiate its store image given the market situation and create an attractive position.After having created an understanding of the current competitive situation in the optician sector and conducted an empiric analysis of consumers' perception and associations of the optician brands, we analyzed which retail brand positions are obtainable and sustainable in the optician market. The results of our analysis made it possible to examine how Thiele can create an attractive position.We recommend Thiele to take 'ownership' of a high-end fashion position and by choosing a differentiated positioning strategy linked to a strong brand personality, Thiele will be able to differentiate its store image. In terms of positioning strategy, Thiele needs to differentiate its strategy and not use the store image attributes for positioning strategy but instead utilize a user-oriented positioning strategy. This strategy is used when consumers are driven by social approval in their brand selection and their needs and feelings have to be aroused. Thiele's brand personality has to be aligned with the user-oriented positioning strategy and we recommend it to be linked to the personality of 'Sophistication'.Finally, we recommend Thiele to take some parameter adjustments and implementations into consideration, which supports the high-end fashion position. Thiele should aim at having a broad and deep selection of popular designer brands and be updated with the newest collection in every store.Further more, design and atmosphere of the stores should be aligned with the personality of sophistication. The staff and service are also very influential part of the store experience and therefore Thiele should focus more on staff behavior and service skills. Moreover, Thiele should consider taking advantage of customers' data and use the information to appear more customized by developing further on an existing CRM-system. Finally, Thiele needs to align its positioning strategy and brand personality to its communication strategy in order to create a clear and consistent store brand image. 2 PrefaceThis thesis is from beginning to end in the entire process completed in collaboration, wherefore both thesis writers have taken part in all the writing and claim responsibility for every paragraph in the thesis and the resulting conclusion.We will like to thank and show appreciation to all the people, who have participated in our focus group interviews and everybody else, who have helped making the completion of our thesis possible.

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A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior

2013

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Summary Given the common use of self‐ratings and other‐ratings (e.g., supervisor or coworker) of organizational citizenship behavior (OCB), the purpose of this meta‐analysis was to evaluate the extent to which these rating sources provide comparable information. The current study's results provided three important lines of evidence supporting the use and construct‐related validity of self‐rated OCB. The meta‐analysis of mean differences demonstrated that the mean difference in OCB ratings is actually quite small between self‐ and other‐raters. Importantly, the difference between self‐ and other‐raters was influenced by neither the response scale (i.e., agreement vs. frequency) nor the use of antithetical/reverse‐worded items on OCB scales. The meta‐analysis of correlations showed that self‐ and other‐ratings are moderately correlated but that self–other convergence is higher when antithetical items are not used and when agreement response scales are used. In addition, self‐ratings and supervisor‐ratings showed significantly more convergence than self‐ratings and coworker‐ratings. Finally, an evaluation of self‐rated and other‐rated OCB nomological networks showed that although self‐rated and other‐rated OCBs have similar patterns of relationships with common correlates, other‐rated OCB generally contributed negligible incremental variance to correlates and only contributed appreciable incremental variance to other‐rated behavioral variables (e.g., task performance and counterproductive work behavior). Implications and future research directions are discussed, particularly regarding the need to establish a nomological network for other‐rated OCB. Copyright © 2013 John Wiley & Sons, Ltd.

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Employee versus supervisor ratings of performance in the retail customer service sector: Differences in predictive validity for customer outcomes

Cited by 128 publications

References 38 publications

Job performance expectations and perceptions of retail employees: Cognitive dissonances between self-reports and supervisor-ratings

Job performance expectations and perceptions of retail employees: Cognitive dissonances between self-reports and supervisor-ratings

Retail Branding and Positioning

A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior

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