Key Drivers of Frontline Employee Generation of Ideas for Customer Service Improvement

Lages, Cristiana Raquel; Piercy, Nigel F.

doi:10.1177/1094670511436005

Cited by 107 publications

(84 citation statements)

References 127 publications

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“…In this context many authors (Babakus, Yavas, Karapete, and Avci, 2003;Lages and Piercy, 2012;Maddern, Maull, and Smart, 2007;Saari and Judge, 2004;Yee, Yeung, Cheng, 2010) report that employee satisfaction in the company is closely linked to customer satisfaction through improved quality of services. Quality of service is understood as a complex of different factors, where effective communication is dominating, fair and individual approach to clients and comprehensive customer care.…”

Section: Recent Issues In Sociological Researchmentioning

confidence: 99%

Satisfaction and loyalty of banking customers: a gender approach

Belás

Chochoľáková

Gabčová

2015

Economics &Amp; Sociology

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Abstract. Bank customer satisfaction is a hot topic of current scientifi c research for many reasons. In response to the negative impact of the recent fi nancial crisis of 2008, the public has become very sensitive to all aspects of commercial bank activity. Banks are looking for ways to increase their fi nancial performance. Researchers are trying to fi nd the main determinants of bank customer satisfaction and examine these issues from diff erent perspectives. Th e aim of our research was to investigate the relationship between gender and the major attributes of satisfaction and loyalty of the banking clients. In this context, we investigated at the same time whether there were statistically signifi cant diff erences between the genders depending on age and education. Bank customer satisfaction research was conducted through a questionnaire survey on a sample of 459 respondents in the Czech Republic in 2014, of which 44% were men and 56% were women. We found that women relative to men prefer the following satisfaction factors: quality of banking products and services and convenient and friendly service in a branch. More women than men believe that the bank staff has a genuine interest in understanding their fi nancial needs. In our research, women have more often reported that their bank's staff would explain to them the advantages and disadvantages of the bank products that were of interest to them. In addition, it was found that women are more loyal to their banks than men.

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Section: Recent Issues In Sociological Researchmentioning

confidence: 99%

Satisfaction and loyalty of banking customers: a gender approach

Belás

Chochoľáková

Gabčová

2015

Economics &Amp; Sociology

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“…In this study, the terms service innovation and new service are used without distinction meaning Ban offering not previously available to a firm's customers resulting from the addition of a service offering or changes in the service concept that allow for the service offering to be made available^ (Menor et al 2002, p. 138). (Kuester et al 2013;Lages and Piercy 2012). Nevertheless, from the evidence available, the new service development process (NSDP) is cited as a key controllable factor for firms that can contribute significantly to service innovation success (Kuester et al 2013); therefore, implementation of the NSDP has become of critical interest to service innovation researchers (Alam 2002(Alam , 2006(Alam , 2012Johne and Storey 1998;Storey and Hull 2010).…”

Section: Introductionmentioning

confidence: 99%

Frontline employees’ collaboration in industrial service innovation: routes of co-creation’s effects on new service performance

Vijande

Sánchez

Rudd

2015

J. of the Acad. Mark. Sci.

101

104

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From a Service-Dominant Logic (S-DL) perspective, employees constitute operant resources that firms can draw to enhance the outcomes of innovation efforts. While research acknowledges that frontline employees (FLEs) constitute, through service encounters, a key interface for the transfer of valuable external knowledge into the firm, the range of potential benefits derived from FLE-driven innovation deserves more investigation. Using a sample of knowledge intensive business services firms (KIBS), this study examines how the collaboration with FLEs along the new service development (NSD) process, namely FLE co-creation, impacts on service innovation performance following two routes of different effects. Partial least squares structural equation modeling (PLS-SEM) results indicate that FLE co-creation benefits the NS success among FLEs and firm's customers, the constituents of the resources route. FLE co-creation also has a positive effect on the NSD speed, which in turn enhances the NS quality. NSD speed and NS quality integrate the operational route, which proves to be the most effective path to impact the NS market performance. Accordingly, KIBS managers must value their FLEs as essential partners to achieve successful innovation from an internal and external perspective, and develop the appropriate mechanisms to guarantee their effective involvement along the NSD process.

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“…This is particularly relevant because a one-size-fits-all approach may not be appropriate in studies of creativity since different types of problems and task demands may require a different set of skills, cognitive strategies, and motivations (Mumford, 2003). In a services setting, frontline employees are frequently responsible for the first, and often the only, interaction with the customer (Hartline, Maxham, & McKee, 2000;Lages & Piercy, 2012). Moreover, a frontline service employee spends most of the working day essentially interacting with customers.…”

Section: Introductionmentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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Key Drivers of Frontline Employee Generation of Ideas for Customer Service Improvement

Cited by 107 publications

References 127 publications

Satisfaction and loyalty of banking customers: a gender approach

Satisfaction and loyalty of banking customers: a gender approach

Frontline employees’ collaboration in industrial service innovation: routes of co-creation’s effects on new service performance

Personality and the creativity of frontline service employees: linear and curvilinear effects

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