The moderating effect of supervisor and coworker support for error management on service recovery performance and helping behaviors

Abstract

Purpose The purpose of this paper is to amend and extend the emerging research that has utilized an employee-focused approach to examining the service recovery process. In doing so, the authors examine the influences of supervisor and coworker support for error management on two measures of employee service performance: service recovery performance and helping behaviors during service failure and recoveries. Specifically, this study examines the linear and non-linear interaction effects of supervisor and coworker support for error management on the outcome variables. Design/methodology/approach To examine the proposed relationships, the authors conducted a field study that utilized survey data from a sample of 243 restaurant employees and their immediate supervisors. Employee ratings of supervisor and coworker support for error management were matched with the data gathered for the two dependent variables (i.e. supervisory ratings of service recovery performance and helping behaviors). Structural equation modeling was used to examine the linear interaction effects on the outcome variables. To examine the non-linear interaction effects on the outcome variables the authors utilized polynomial regression and response surface modeling. Findings The results showed that the interaction effects of supervisor and coworker support for error management was significantly positively related to both service recovery performance and helping behaviors. In addition, an alternative analysis of the shape of the interaction effects using polynomial regression and response surface modeling showed that the moderating effects may be better conceptualized as non-linear. Originality/value These findings offer new insights about the roles and impact of various forms of support in the service recovery process. First, the current study focuses specifically on supervisor and coworker support for error management and the impact on employees’ service recovery performance and helping behaviors. Second, this research investigates the interaction effects of these two forms of support on service recovery performance and helping behaviors. Third, along with linear interaction effects, the current work examines non-linear interaction effects. These relationships examined in this study have not been tested before. Thus, the findings of this research make a unique contribution to research in service management. The findings of this study provide more prescriptive insights about the means to prevent and respond effectively to service errors.

Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective

“…Previous researches have shown that coworker support, as perceived by the employees, influence their personal outcomes, such as job performance (Methot et al, 2016), behaviors (Pasamehmetoglu et al, 2017), employee creativity (Ibrahim et al, 2016), etc. ****Similarly, at team level, coworker support climate may also affect individual or team outcomes.…”

Charismatic leadership and public service recovery performance

“…Research on service recovery performance has had propensity to be grounded on service organizations in private sector (e.g. Pasamehmetoglu et al, 2017). However, this research stream has not paid adequate attention to public sector (Van de Walle, 2016).…”

The Effect of Customer Verbal Aggression on Burnout in Frontline Employees in Hotels and Travel Agencies: The Moderating Role of Perceived Supervisor Support

“…The current study depended on previous research in order to assess the study variables, as follows: Items assessing CVA and burnout were derived from Sunny et al (2017), Karatepe et al (2009a), Dormann and Zapf (2004), Jun et al (2016), Karatepe (2011), and Li and Zhou (2013). Items assessing PSS were taken from Krongboonying and Lin (2015), Karatepe et al (2009b), Pasamehmetoglu, Guchait, Tracey, Cunningham, and Lei (2017), and Karatepe (2011).…”

“…In this regard, Pasamehmetoglu et al (2017) argue that not all sources of support are equally relevant, especially for front-line staff in hospitality settings. As such, it is important to determine the unique effects that organizational and co-workers support may have on specific indices of service performance.…”