The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sector

Abstract

*Very little attention has been given to understand the antecedents of service recovery performance in a public healthcare setting. In this study, a cross-sectional survey investigates a model of service recovery performance. Frontline hospital employees completed a self-administered questionnaire on how factors characterising management commitment to service quality (MCSQ) affect their service recovery efforts. The results suggest the influence of MCSQ is mediated by frontline employees' affective commitment to their hospital. The research advances understanding of frontline service recovery performance in a public healthcare setting and the findings indicate that public healthcare managers can take actions on a number of fronts to assist progress towards the achievement of frontline service recovery excellence.

How Leadership Styles Influence Commitment to Service Quality (CSQ): A Case Study of Hospitals of Sindh Pakistan

“…Furthermore previous studies on CSQ were also limited in terms of studying the CSQ at management level (Reeves & Hoy, 1993;Hartline & Ferell, 1996;Babakus et al, 2003;Hartline, 2000;Ashill, Ragheb, Abd-El-Salam, & ElSamadicy, 2014;Malhorta & Mukherjee, 2004;Ghorbani, Alemorad & Bojnord, 2013) and (Subramony, Beehr & Johnson, 2004;Ashill,Carruthers & Krisjanous, 2006;Little & Dean, 2006;Barnett, Tavitiyaman & Kim, 2009;To Martin, & Billy, 2015). Karatepe, & Karadas, 2012Lau, 2014.…”

Enhancing the commitment to service quality through developmental and rewarding systems: CSQ consistency as a moderator

“…Employees who do not possess the requisite job and interpersonal skills fail in providing a high level of service and dealing with customers' complaints (Bettencourt and Gwinner 1996;Yavas, Karatepe, Avci and Tekinkus 2003). They must be trained to deal effectively with customers, many of whom are well versed in their rights and are more ready to voice frustration and disapproval with service than in the past (Ashill et al 2006).…”

“…Indeed, some scholars have tried to explore this area. For example, Peccei and Rosenthal (1997) conceptualised and operationalised the notion of commitment to customer service, and Ashill, Caruthers and Krisjanous (2006) explored the effect of management commitment to service quality (CSQ). The effect of HRM intervention was also discussed.…”

The Effect of Human Resource Management (HRM) Practices in Service-Oriented Organizational Citizenship Behaviour (OCB): Case of Telecommunications and Internet Service Providers in Malaysia

“…Several past studies have been conducted on the influences of training and development on employee's attitude and behaviour and the results indicate that training and development positively influence the employee's OCB in an organization (Ashill, Carruthers & Krisjanous, 2006;Tsaur & Lin, 2004;Tang & Tang, 2012). Besides that, a study from Aizzat et al (2012) explained that customer-contact employees are expected to become highly motivate and willing to involve themselves in service-oriented behaviours that exceed their formal job through training and development.…”

“…This finding is consistent with past studies indicating that training and development programs provided by the organization were increased the employee's performance. In other word, training and development program is important for service-oriented OCB (Ashill et al, 2006;Tang & Tang, 2012).…”