The role of employee commitment and trust in service relationships

Abstract

Believes that organizations need to match their internal marketing programmes to fit with their external marketing orientation. According to the contingency view of marketing, we can achieve organizationally desirable outcomes, by managing the factors that lead to “mediators” in the form of employee trust and organizational commitment. Presents the findings of a study, based on a survey of 513 patient contract employees in a major public hospital, ascertaining that organizational commitment and dimensions of trust have different antecedents and relationships with preferred organizational outcomes. Argues that organizations which emphasize flexibility and customer orientation will need to develop organizational commitment and trusting relationships with their employees through appropriate internal strategies.

Brand relationships and brand equity in franchising

“…We posit that franchisees' behaviour towards the brand has important implications for brand equity, since the extra efforts exerted by the franchisee are crucial in enhancing brand related goals (Iverson, McLeod, & Erwin, 1996;Kimpakorn & Tocquer, 2008). Therefore, in line with our second research question, we seek to understand what promotes franchisees' BCB and evaluate the extent to which this influence brand equity.…”

Firm–employee relationship strength—A conceptual model

“…They examine five variables as antecedents of the existence of what they call a "good" (or strong) relationship, and find empirical support for their model. Their research is the basis for a considerable number of relationship marketing research investigations treating commitment and trust as key variables (e.g., Chenet et al, 2000;Dorsch et al, 1998;Iverson et al, 1996;Nielson, 1998;Shemwell and Cronin, 1995;Shemwell et al, 1994;Yilmaz and Hunt, 2001;Zineldin and Jonsson, 2000). Most of these researchers treat commitment and trust as the key mediating variables between a number of antecedents and relationship outcomes.…”

Employees' commitment to brands in the service sector: Luxury hotel chains in Thailand

“…Some scholars like Iverson and Mcleod, 25 Heffner and Rentsch 26 for example defi ne employee commitment to organisational values as a willingness to exert additional efforts to achieve the goals of the organisation.…”