How do service employee's attitudes influence customer perception of service quality?

A measurement scale developed to investigate the effect of leaders' perceptions regarding attitudes towards and commitment to quality management of training

“…The current study investigated the effect of perceptions on commitment from another perspective, focusing on leaders in organisations, and supports these findings. It also supports findings by other authors (Harrison et al, 2006;Porter et al, 1974;Miao et al, 2009) that job satisfaction and organisational commitment have resulted from employees' attitudes. In a literature review on employee attitudes towards training and commitment, Mathew and Zacharias (2016) further reported distinct connections between perceived training-related benefits (perceptions) and employee work-related attitudes.…”

“…According to Majid et al (2019), attitudes are important in that they affect behaviour as well as the ways that things and other people are perceived. Attitudes also advance the affective domain, which includes individuals' feelings and actions; attitude theory suggests that the affective component of staff attitudes transforms into behaviour that reflects individuals' points of view about a situation (Miao et al, 2009). Consequently, our study views the attitudes of leaders of corps training units in the SA Army as referring to the ways in which they feel and think about QM of training, which, in turn, also helps to determine their behaviour in this field of activity.…”

“…Various studies (Alhassan, 2012;Mensah, 2013;Peterson, 2004;Scheible & Bastos, 2013) have investigated employee perceptions and their influence on organisational commitment. Others (Harrison et al, 2006;Porter et al, 1974;Miao et al, 2009) have also measured employee attitudes, but not always the influence of attitudes on commitment. The current study builds on previous research by considering the three variables in combination, and by assessing the influence of perceptions or of attitudes or of both on commitment.…”

“…Two studies (Harrison et al, 2006;Porter et al, 1974) conducted in the US and one study (Mathew & Zacharias, 2016) in Sri-Lanka measured the attitudes of employees in relation to job satisfaction and organisational commitment. American researchers (Ehrhardt et al, 2011;Staples, 2009) also measured the relationship between training and organisational commitment, and two studies (Babakus et al, 2003;Miao et al, 2009) conducted in Turkey and China in the field of QM measured customer perceptions and management commitment, respectively, and their relationship with service quality. Within a military context, authors such as Boe (2015) (Norway) examined aspects of leadership and management competence, while Wong et al (2018) (Malaysia) investigated the relationship between QM dimensions and sustainable performance.…”

The influence of internal market orientation on external outcomes

“…Employees' attitudes play a critical role in determining how they interact with customers (Babakus et al, 2003), and in turn, influence the customer's perception of the quality of the service they receive. Numerous contributions in the literature have confirmed the direct influence on service quality of employees job satisfaction (Hartline and Ferrell, 1996;Malhotra and Mukherjee, 2004;Yoon et al, 2001); their level of trust in the organisation and its managers (Aryee et al, 2002;Podsakoff et al, 1990); and their affective commitment to the organisation (Jiang et al, 2009;Meyer et al, 2002).…”