Organizational citizenship behavior and service quality

Abstract

What is the best way for service organizations to evaluate and motivate service employees so that customers are retained and new customers are attracted? What motivates service employees to deliver high quality service? Are there actions a service organization can take, e.g. way of evaluating, training, and rewarding employees, which encourage them to perform to the organization’s advantage? Answers to these questions would enable a service organization to formulate a system that links human resource management policies to desired service employee performance, thus enhancing customer perceptions of service quality and organizational financial outcomes. This research investigated organizational citizenship behavior, with its framework of organizational rights and responsibilities, to explore these issues. The research shows that service employee perceptions of how they are treated by the service organization, i.e. what organizational rights they receive, are positively associated with organizational citizenship behaviors. Furthermore, it demonstrates that these behaviors result in more effective service delivery to organizational standards and enhanced customer perceptions of service quality.

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

“…assist seniors, co-workers and the entire organization to attain set targets, and increase efficiency and output (Hosseini, Sharif, Ahmadi, & Zare, 2010). Therefore, OCBO becomes a permanent feature as overall output enhances greatly due to this non-mandatory and non-rewarded attitude (Bienstock, DeMoranville, & Smith, 2003). Predictors of OCBO include job attitudes, organizational justice and empowerment (Morrison, 1994;Wat & Shaffer, 2005).…”

High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

“…This testimony can be In the hospitality trade, frontline employees are the main actors in delivering quality services to customers due to their regular face-to-face or voice-to-voice interactions with customers (Karatepe, 2011a). As such, their qualities, attitudes, and behaviors are important in the evaluation of service quality (Bienstock, DeMoranville, & Smith, 2003;Castro et al, 2004). This line of argument is consistent with Morrison (1996)who claimed that service quality is very much dependent upon the effectiveness with which frontline employees deal with customers.…”

The Effects of Organizational Justice and Job Motivation on Organizational Citizenship Behavior and its Impact on Taxpayers

“…Service companies conduct employee performance in service, quality of service is an important part of understanding by client accounts. The importance of social context, such as trust and commitment explained (Bienstock & et al, 2003) and it is clear that organizational behavior of customer's perception of service quality can be affected by MPAC (Ackfeldt & Coote, 2005). However, there are several reasons why the OCB can be related to the customer's perception of service quality.…”