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Organizational citizenship behavior and service quality

Carol C. Bienstock (Assistant Professor of Marketing, Radford University, Radford, Virginia, USA)
Carol W. DeMoranville (Associate Professor of Marketing, Northern Illinois University, DeKalb, Illinois, USA)
Rachel K. Smith (Assistant Professor of Marketing, University of Arkansas at Little Rock, Little Rock, Arkansas, USA)

Journal of Services Marketing

ISSN: 0887-6045

Article publication date: 1 July 2003


What is the best way for service organizations to evaluate and motivate service employees so that customers are retained and new customers are attracted? What motivates service employees to deliver high quality service? Are there actions a service organization can take, e.g. way of evaluating, training, and rewarding employees, which encourage them to perform to the organization’s advantage? Answers to these questions would enable a service organization to formulate a system that links human resource management policies to desired service employee performance, thus enhancing customer perceptions of service quality and organizational financial outcomes. This research investigated organizational citizenship behavior, with its framework of organizational rights and responsibilities, to explore these issues. The research shows that service employee perceptions of how they are treated by the service organization, i.e. what organizational rights they receive, are positively associated with organizational citizenship behaviors. Furthermore, it demonstrates that these behaviors result in more effective service delivery to organizational standards and enhanced customer perceptions of service quality.



Bienstock, C.C., DeMoranville, C.W. and Smith, R.K. (2003), "Organizational citizenship behavior and service quality", Journal of Services Marketing, Vol. 17 No. 4, pp. 357-378.




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