The Role of Perceived External Prestige in Predicting Customer‐Oriented Citizenship Behaviors

Abstract

Increased attention on the relationships between customer service training and organizational results is prompting human resource development (HRD) scholars and practitioners to more broadly consider outcomes. This study examined the role of perceived external prestige, an underexplored area in the service excellence literature. We proposed that employee perceptions of organizational prestige relate positively with customer‐oriented citizenship behaviors (COCBs). In the perceived external prestige–COCBs relationship, we also explored the mediating role of psychological empowerment, as well as the moderating effect of organization‐based self‐esteem (OBSE) and leader–member exchange (LMX). Valid and reliable self‐report and supervisory evaluation measures were collected from a sample of employees from luxury hotels in South Korea. The results indicate that perceived external prestige was a significant predictor for service employees' citizenship performance and the perceived reputation impact was indirect through psychological empowerment. The study also identified LMX as a key precondition for service organizations to engage employees in customer‐oriented behaviors beyond formal role. In discussing these results, we present significant insights in terms of reputation management as a motivational and competitive strategy to be included in HRD practices focused on customer service.

İşgörenleri̇n Dişsal Presti̇j Ve Örgütsel Destek Algisinin Pozi̇ti̇f Örgütsel Çiktilar Üzeri̇ndeki̇ Etki̇si̇: Buti̇k Otel İşletmeleri̇nde Bi̇r Araştirma

“…Her iki bağımsız değişkenin (dışsal prestij ve örgütsel destek algısı) de pozitif örgütsel çıktılar üzerindeki etkisini konaklama işletmelerinde inceleme konusu yapmış araştırma sayısı azdır (Yeşiltaş vd., 2011;Chiang, Hsieh, 2012;Kang, Bartlett, 2013;Akgündüz, Çakıcı, 2015;Tuna vd., 2016;Afsar, Badir, 2016). Bu gerçekten hareketle, söz konusu kavramlar ile pozitif örgütsel çıktılar arasındaki ilişkiler çok boyutlu olarak incelenmiştir.…”

“…Önerilen araştırma modeli (Şekil 1) ve hipotezler aşağıda verilmiştir. Yazındaki çalışmalar incelendiğinde ADP'nin; iş tatmini (Carmeli, Freund, 2002, Herrback, Mignonac, 2004Gürbüz, 2010;Alnıaçık vd., 2011;Helm, 2013), örgütsel özdeşleşme (Dutton vd., 1994;Smidts vd., 2001;Fuller vd., 2006;Karabey, İşcan, 2006;Öz, Bulutlar, 2009;Podnar, 2011;Rho vd., 2015) ve ÖVD (Carmeli, Freund, 2002;Tak, Çiftçioğlu, 2009;Kang, Bartlett, 2013;Bakan vd., 2016) AÖD'nin; iş tatmini (Nye, Witt, 1993;Howes vd., 2000;Allen, vd., 2003;Fu vd., 2013;Ahmed, 2015), örgütsel özdeşleşme (Cheung, Law, 2008;Edwards, 2009;Shen vd., 2014;Lam vd., 2016) ve ÖVD (Shore, Wayne, 1993;Kaufman vd., 2001;Önderoğlu, 2010;Akgündüz, Çakıcı, 2015;Sökmen vd., 2015;Gupta vd., 2016) üzerinde olumlu bir etkiye sahip olduğu görülmektedir. AÖD'nin pozitif örgütsel çıktılar üzerindeki etkisini belirlemek üzere geliştirilmiş hipotezler aşağıda sunulmuştur.…”

Improving the Rigor of Quantitative HRD Research: Four Recommendations in Support of the General Hierarchy of Evidence

“…Of 23 studies, 13 studies used a single‐mediator model (e.g., Halbesleben & Stoutner, ; Moon, Choi, & Jung, ), 9 studies tested a multiple‐mediator model (e.g., Froehlich, Segers, & Van den Bossche, ; Sommer & Kulkarni, ) and one study employed a moderated mediation design (Madera et al, ). Although a single‐source cross‐sectional design persists in testing mediation, several studies used multi‐source data samples (e.g., [employee‐supervisor dyads], Kang & Bartlett, ; [customer‐service provider dyads], Halbesleben & Stoutner, ) or employed an experimental (Sookhai & Budworth, ) or longitudinal designs (Madera et al, ). Finally, we found that HRD researchers used diverse analytic methods to test mediation (e.g., hierarchical regression, structural equation modeling [SEM], Sobel test, bootstrapping, or decomposition analysis), which, in most part, reflect the state‐of‐the‐art methods commonly used in industrial psychology and management (Baron & Kenny, ; Preacher & Hayes, ; ).…”

“…An additional argument should be made to explain why M is expected to transmit the link between X to Y. For example, Kang and Bartlett (), who proposed a mediating effect of psychological empowerment on the relationship between perceived external prestige and customer‐oriented citizenship behaviors, argued that the conceptualization of empowerment as an intrinsic value suggests that individuals will likely internalize their perceptions of organizational prestige before performing citizenship behaviors. The absence of such theorizing for the last mediation step will signal an incomplete hypotheses development to reviewers.…”

The benefits and burdens of organizational reputation for employee well‐being: A conservation of resources approach

“…For example, Turban and Cable (; Cable & Turban, ) found that high‐quality job applicants were more attracted to organizations with a positive reputation and that applicants were willing to accept lower wages from those organizations. Related research has shown that employees’ positive perceptions of an organization's external prestige or image—which, like reputation, reflect the underlying appeal of an organization (Carmeli, ; Whetten & Mackey, )—influence a range of behaviors and attitudes, including affective commitment to the organization (Carmeli, Gilat, & Weisberg, ), job satisfaction and performance (Carmeli, Gilat, & Waldman, ; Herrbach & Mignonac, ), citizenship behaviors (Carmeli, ; Kang & Bartlett, ), turnover intentions (Ciftcioglu, ; Herrbach, Mignonac, & Gatignon, ; Mishra, ), and organizational identification (Smidts, Pruyn, & van Riel, ). In sum, the consensus in the literature is that a positive organizational reputation is beneficial for employees.…”