The employee-organization relationship, organizational citizenship behaviors, and superior service quality

Bell, Simon J.; Mengüç, Bülent

doi:10.1016/s0022-4359(02)00069-6

Cited by 384 publications

(315 citation statements)

References 62 publications

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“…It would appear that whilst market orientation in itself will foster a customer-focused culture, firms in which employees perceive that they are supported by management in their endeavors to service customers (centering upon the satisfaction of customer needs) will be characterized by productive and loyal employees. These findings concur with previous research by Bell and Menguc (2002), Lynch et al (1999), and Rhoades and Eisenberger (2002). In addition, they lend further support to anecdotal evidence provided by Blake (2001) and McFerrin Peters (1992, 1998) who suggest that high levels of organizational support is an antecedent of employee effort, performance and success.…”

Section: Discussionsupporting

confidence: 90%

Implementing the Marketing Concept in Travel Organizations: The Important Moderating Influence of Perceived Organizational Support

Herington

Weaven

2009

Journal of Hospitality Marketing & Management

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Section: Discussionsupporting

confidence: 90%

Implementing the Marketing Concept in Travel Organizations: The Important Moderating Influence of Perceived Organizational Support

Herington

Weaven

2009

Journal of Hospitality Marketing & Management

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“…The services literature also presents autonomy as a key factor for assuring adequate employee responses to heterogeneous customer needs (e.g. Bell & Menguc, 2002;Bowen & Lawler, 1992). The measure for autonomy is taken from the Job Diagnostic Survey (Hackman & Oldham, 1980).…”

Section: Measurementmentioning

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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“…Efficacy beliefs are closely related to perceived control and autonomy (Bell and Menguc, 2002). Singh (2000) describes task control, which is 'the perception of latitude and authority in dealing with job-related tasks and control over decisions that affect those tasks' (20), as a powerful resource to aid front-line service employees to cope with role tension.…”

Section: Perceived Controlmentioning

confidence: 99%

“…Service employees consider that their lack of knowledge with respect to systems and constraints and lack of authority to do anything can result in a failure to provide a satisfactory service to customers (Bitner et al, 1994). The 857 relationship between employee empowerment (an often contentious concept) and improved customer service has been highlighted by a number of authors (Bell and Menguc, 2002;Hartline et al, 2000;Morrison, 1996). The level of perceived control also has important direct effects on perceived role conflict and increases organizational commitment (Hartline et al, 2000;Singh, 2000;Zeithaml et al, 1986).…”

Section: Perceived Controlmentioning

confidence: 99%

“…OI can involve customers as well as employees and refers to a sense of belonging to an organization based on positive feelings and a shared vision and values. Organizational support and OI are key factors in encouraging customeroriented behaviours that fall outside formal role requirements (Bell and Menguc, 2002). Important roles for leaders also include providing clarity of direction and thus lowering role conflict and ambiguity; increasing employee self-efficacy beliefs through providing training and performance feedback; and increasing employeeperceived control through enhanced job autonomy (Bowen and Lawler, 1992;Hartline et al, 2000;Morrison, 1996;Wieseke et al, 2009) with the overall objective of improving both internal and external customers' perceptions of service quality.…”

Section: The Role Of Leadership: Vision and Valuesmentioning

confidence: 99%

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The SAGE Handbook of Social Marketing

Noble¹,

Basil²

2011

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The employee-organization relationship, organizational citizenship behaviors, and superior service quality

Cited by 384 publications

References 62 publications

Implementing the Marketing Concept in Travel Organizations: The Important Moderating Influence of Perceived Organizational Support

Implementing the Marketing Concept in Travel Organizations: The Important Moderating Influence of Perceived Organizational Support

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

The SAGE Handbook of Social Marketing

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