The relative influence of organisational commitment and job satisfaction on service quality of customer‐contact employees in banking call centres

Malhotra, Neeru; Mukherjee, Avinandan

doi:10.1108/08876040410536477

Cited by 260 publications

(255 citation statements)

References 68 publications

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“…(1991) instrument, which has five dimensions, including reliability, responsiveness, assurance, empathy, and tangibles. Scholars have advised that the ServQual instrument be contextualized to the investigative setting (Malhotra and Mukherjee 2004). Given our focus on the output quality of customer service work systems, we called each customer to evaluate his or her perception with regard to a specific service contact.…”

Section: Methodsmentioning

confidence: 99%

“…In the context of customer service work systems, output quality is synonymous to service quality (Parasuraman et al 1991, Malhotra andMukherjee 2004). During service encounters, CSEs can sense if the customers are satisfied with service quality (Zeithaml and Bitner 2002); more favorable customer feedback about service quality indicates a greater capability of the customer service work system.…”

Section: Antecedents Of Extended Use: Quality Signalsmentioning

confidence: 99%

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Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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H ow can firms extract value from already-implemented information technologies (IT) that support the work processes of employees? One approach is to stimulate employees to engage in post-adoptive extended use, i.e., to learn and apply more of the available functions of the implemented technologies to support their work. Such learning behavior of extending functions in use is ingrained in a process by which users make sense of the technologies in the context of their work system. This study draws on sensemaking theory to develop a model to understand the antecedents, contingencies, and consequences of customer service employees' extended use of customer relationship management (CRM) technologies. The model is tested using multisource longitudinal data collected through a field study of one of the world's largest telecommunications service providers. Our results suggest that employees engage in post-adoptive sensemaking at two levels: technology and work system. We found that sensemaking at both of these levels impacts the extended use of CRM technologies. Employees' sensemaking at the technology level is influenced by employees' assessment of technology quality, whereas employees' sensemaking at the work system level is influenced by customers' assessment of service quality. Moreover, in the case of low technology quality and low service quality, specific mechanisms for employee feedback should be conceptualized and aligned at two levels: through employee participation at the technology level and through work system coordination at the work system level. Such alignment can mitigate the undesirable effect of low technology quality and low service quality, thereby facilitating extended use. Importantly, we found that extended use amplifies employees' service capacity, leading to better objective performance. Put together, our findings highlight the critical role of employees' sensemaking about the implemented technologies in promoting their extended use of IT and improving their work performance.

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Section: Methodsmentioning

confidence: 99%

Section: Antecedents Of Extended Use: Quality Signalsmentioning

confidence: 99%

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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“…Several studies have demonstrated that organizational commitment, job satisfaction and quality of service are interrelated [24] [25]. Affective commitment was found to be more effective than the other two components in influencing the service quality of customer-contact employees.…”

Section: Affective Commitment Significancementioning

confidence: 98%

Lean Manufacturing in Public Services: Prospects for Value Creation

Jaaron

Backhouse

2010

Lecture Notes in Business Information Processing

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Lean manufacturing in public services: prospects for value creation his item w s su mitted to vough orough niversity9s snstitution l epository y theG n uthorF Citation: tee yxD eFeFwF nd fegury iD gFtFD PHIHF ve n m nuf E turing in pu li servi esX prospe ts for v lue re tionF sxX worinD tFErFD lyt¡ eD tFD neneD wF @edsAF ixploring ervi es ien esX pirst sntern tion l gonferE en eD si PHIHD qenev D witzerl ndD pe ru ry IUEIWD PHIHF ve ture xotes in fusiness snform tion ro essingY SQD ppFRSESUF Abstract. The purpose of this paper is to investigate the utilization of lean manufacturing systems in public service operations for potential added value. A case study of lean manufacturing implementation at a UK city council was carried out using in-depth interviews with key personnel coupled with documents collection. The Organizational Commitment Questionnaire (OCQ) was administered among front-line employees. Results show that lean manufacturing systems could create significant added value to the business and employees. A strong relationship was demonstrated between the lean manufacturing implementation and the affective commitment level of employees. This paper is one of a few studies that demonstrate the applicability of manufacturing systems in other settings and that they can generate significant added value for the service department and its employees.

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“…This may go some way to explain the lack of effect SN has on this group of subjects in the work environment. In addition, the call centre setting by its very nature makes the generalisation of results more difficult as they are renowned for high levels of 'employee churn' that makes the process of staff development and learning more difficult to embed (Malhotra and Mukherjee 2004;Schlesinger and Heskett (1991).…”

Section: Limitationsmentioning

confidence: 99%

“…The setting for our analysis is a call centre of a major insurance company. Throughout the 1990s call centres were developed into strategically significant distribution vehicles for financial services (Malhotra and Mukherjee 2004). Given this distribution strategy their staff now often come into contact with real and/or potential risk events in their very earliest stages and are likely to be among the very first employees within a financial services hierarchy to face the choice of reporting a risk or not.…”

mentioning

confidence: 99%

Internally Reporting Risk in Financial Services: An Empirical Analysis

et al. 2017

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The enduring failure of financial institutions to identify and deal with risk events continues to have serious repercussions, whether in the form of small but significant losses or major and potentially far-reaching scandals. Using a mixed-methods approach that combines an innovative version of the classic dictator game to inform prosocial tendencies with the survey-based Theory of Planned Behaviour, we examine the risk-escalation behaviour of individuals within a large financial institution. We discover evidence of purely selfish behaviour that explains the lack significance in pressure to adhere to the Subjective Norms of colleagues around intention to report risks. A finding that has potentially important implications for efforts to instil a high-error management climate and incentivise risk reporting within organisations where risk, if ignored or unchecked, could ultimately have consequences that extend far beyond the institutions themselves.

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The relative influence of organisational commitment and job satisfaction on service quality of customer‐contact employees in banking call centres

Cited by 260 publications

References 68 publications

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Lean Manufacturing in Public Services: Prospects for Value Creation

Internally Reporting Risk in Financial Services: An Empirical Analysis

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