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The role of employee commitment and trust in service relationships

Roderick D. Iverson (Senior Lecturer in Human Resource Management, Department of Management and Industrial Relations, University of Melbourne, Australia)
Colin S. McLeod (Lecturer in Marketing, Department of Management and Industrial Relations, University of Melbourne, Australia)
Peter J. Erwin (Doctoral Graduate, Department of Management and Industrial Relations, University of Melbourne, Australia)

Marketing Intelligence & Planning

ISSN: 0263-4503

Article publication date: 1 June 1996

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.

Keywords

Citation

Iverson, R.D., McLeod, C.S. and Erwin, P.J. (1996), "The role of employee commitment and trust in service relationships", Marketing Intelligence & Planning, Vol. 14 No. 3, pp. 36-44. https://doi.org/10.1108/02634509610117348

Publisher

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MCB UP Ltd

Copyright © 1996, MCB UP Limited