Service climate, employee commitment and customer satisfaction

He, Yuanqiong; Li, Wenli; Lai, Kin Keung

doi:10.1108/09596111111143359

Cited by 137 publications

(139 citation statements)

References 43 publications

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“…This is in tune with results research of (He et al, 2011;Islam et al, 2014a;Murale et al, 2015) which prove that organizational commitment became an important predictor of consumer satisfaction…”

Section: Results Of Standardized Direct Indirect and Total Effect Frosupporting

confidence: 52%

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Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Junita

2017

JDM

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This research was conducted to explore the organizational learning culture in banking and its effect on customer satisfaction with the employee' s attitude as the intervening variable. The research was performed in Bank Syariah Mandiri' s business unit of Medan Region. The research design used hypothesis testing. The samples of this research were 52 frontline employees and 140 customers of Bank Syariah Mandiri in Medan Region. Primary data was collected by using a questionnaire. The data were analyzed using path analysis. Results support that Bank Syariah Mandiri as State-owned enterprises in the field of financial services has implemented good organizational learning culture. Organizational learning culture has significant effect to customer satisfaction through employee' s job satisfaction and organizational commitment. The attitudes of employees are integrated important intervening variables in mediating the relationship between organizational learning culture and customer satisfaction. The role of attitude in mediating the influence of organizational learning culture to worker' s service behavior, in order to create consumer satisfaction in the banking sector, proven empirically.

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Section: Results Of Standardized Direct Indirect and Total Effect Frosupporting

confidence: 52%

“…The absence of the significant relationship between the two is concluded by (Cirone, 2003). However, He et al (2011), Islam et al (2014a, Murale et al (2015), Utami & Wartini (2015) prove that organizational …”

Section: Employee's Organizational Commitment and Consumer Satisfactionmentioning

confidence: 99%

Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Junita

2017

JDM

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“…414, t=6.613, and t=6.621 respectively at 0.000 level. Our results are consistent with Chen (2007) and He, Li, and Lai (2011). The Table 12 illustrates that job satisfaction (JS) is partially mediating between service climate (SC) and service quality (SQ).…”

Section: Demographic Statisticssupporting

confidence: 91%

“…They are working in the transformational process and adding value to product/service (Davidson, 2003).To create and retain right human resources, organizational climate works as a tool that helps management to realize the overall sense of service quality. He et al (2011) mentioned that a common theme in service marketing literature was that organizations must create and maintain a climate to encourage employees to effectively deliver excellent service. Lovelock (2001) pointed out many initiatives in quality were taken but most of them were failed due to their objectives.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Service Climate and Job Satisfaction on Service Quality in a Higher Education Platform

Osman¹,

Saha²,

Alam³

2017

IJLD

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This study examines service climate and service quality through the mediating impact of job satisfaction within a tertiary education level in Bangladesh. The sample size of the study consisted of 140 faculty-members from four different private universities of Dhaka city and a structured questionnaire was designed to assess the service quality of higher education. Several statistical methods such as t-test, correlations and multiple-regression were used to analyze the data. The study discloses that the overall service climate has a significant positive impact on service quality. Finally, the study reveals that job satisfaction is partially mediating between service climate and service quality. This paper makes an outstanding empirical contribution by incorporating service climate and job satisfaction and exploring their relationships with service quality in the context of higher education. The overall results of this study would be International Journal of Learning and Development ISSN 2164-4063 2017 http://ijld.macrothink.org 49 valuable to the planners to formulate the pragmatic strategies for ensuring service quality through service climate and job satisfaction of faculty-members in the private tertiary level institutions. This is one of the rare empirical studies in this sector, and thus represents a unique contribution to the literature.

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“…The relationship with process management and continuous improvement is consistent with the results obtained in studies by Eskildsen and Dahlgaard [50], Calvo-Mora et al [52], and He et al [109]. On the other hand, personnel management shows a statistically significant effect on processes management (H3), which is corroborated by Eskilsen and Dahlgaard [50], Calvo de Mora et al [52], Chinda and Mohamed [110] and Tarí et al [23], thereby losing the relationship with continuous improvement (H4) as it does not show a significant Path coefficient (−0.0618), as in the study by Tarí et al [23].…”

Section: Structural Modelsupporting

confidence: 90%

How Do Quality Practices Affect the Results?: The Experience of Thalassotherapy Centres in Spain

2017

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Most thalassotherapy centres in Spain do not have any quality certification but they are carrying out several actions of quality management in an attempt to obtain better results. Consequently, the aim of this research is to study if the implementation of quality practices on thalassotherapy centres has the same impact on companies' results as on the results of those companies that got the quality certifications. In addition, the relationships between different factors considered are going to be studied. Our sample is composed of Spanish thalassotherapy centres, and the statistical technique used is based on structural equation modelling, in particular partial least squares (PLS) regression. The data were provided by the answers given by 31 managers (70.45% of the selected sample) to a structured questionnaire based on previous research and statistically validated. The results of this research allow us to conclude that these kinds of organizations have implemented informal practices to improve the quality of the service in terms of leadership, personnel management, alliances, and resources and show that the practices that have been carried out by these centres to enhance the quality of the service have an impact on companies' results. Managers of these kinds of establishments that want to improve customer results should focus their efforts on continuous improvement, whereas, if they are pursuing enhancement of other results, their efforts should be focused on process management.

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Service climate, employee commitment and customer satisfaction

Cited by 137 publications

References 43 publications

Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

The Impact of Service Climate and Job Satisfaction on Service Quality in a Higher Education Platform

How Do Quality Practices Affect the Results?: The Experience of Thalassotherapy Centres in Spain

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