Control mechanisms and goal orientations: evidence from frontline service employees

"Engaged Customers as Job Resources or Demands for Frontline Employees," Journal of Service Theory and Practice. Engaged Customers as Job Resources or Demands for Frontline Employees?

Purpose – This paper proposes and empirically tests a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress–job strain relationship among frontline employees. Design/methodology/approach – Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress–job s...

Frontline Employees' Adaptive Performance in Service Encounters: The Driving Force of CRM Systems

The customer relationship management (CRM) system has been touted as a primary tool for supporting frontline employees’ personalized services tasks. However, while a number of studies focus on the critical role of CRM systems in organizational performance, the link between CRM systems and individual performance is still under-investigation. In order to fill this research gap, this study focuses...

Frontline employees' attitudes towards self-service technologies: Threats or opportunity for job performance?

Increasing diffusion of self-service technologies (SSTs) on the points of sale impacts on traditional retailing from several perspectives. For instance, SSTs have direct effect on front-line employees. Indeed, they may cause a potential reduction in personal contacts with clients, reduction of workers, modifying the job conditions and so on. To date, the effect of SSTs on the points of sale has...

Employees’ Goal Orientations, the Quality of Leader-member Exchange, and the Outcomes of Job Performance and Job Satisfaction

Do Frontline Mechanisms Matter? Impact of Quality and Productivity Orientations on Unit Revenue, Efficiency, and Customer Satisfaction

This study identifies a frontline mechanism comprising autonomy, cohesion, and feedback that helps explain when and why the simultaneous pursuit of quality and productivity orientations has positive or negative effects on unit revenue, efficiency, and customer satisfaction. An empirical test of the proposed framework using data from 423 employees in 30 strategic business units and longitudinal ...