What factors influence customer‐oriented prosocial behavior of customer‐contact employees?

Yong‐Ki Lee (College of Business Administration, Sejong University, Gwangjin‐gu, Seoul, South Korea)
Jung‐Heon Nam (Department of Hospitality and Tourism Management, Changshin College, Masan‐si, Gyunsangnam‐do, South Korea)
Dae‐Hwan Park (Department of Hotel Management, Youngsan University, Haeundae‐gu, Busan, South Korea)
Kyung Ah Lee (Food Service and Distribution Division, Samsung Everland Co., Kusung‐eup, Yongin‐si, Gyunggi‐do, South Korea)

Journal of Services Marketing

ISSN: 0887-6045

Publication date: 1 June 2006

Abstract

Purpose

The purpose of this study is to analyze the structural relationship between empowerment, service training, service reward, job attitudes such as job satisfaction and organizational commitment, and customer‐oriented prosocial behavior of employees.

Design/methodology/approach

The research question is examined using a sample of Korean hotel employees. Structural equation analysis is used to test various research hypotheses and examine the extent to which job satisfaction and organizational commitment mediate the effect of empowerment, service training, and service reward on customer‐oriented prosocial behavior.

Findings

First, the greater the job satisfaction, the greater is the role‐prescribed customer service of employees. Second, the greater the job satisfaction, the greater is the organizational commitment. Third, empowerment has a significant effect on organizational commitment and extra‐role customer service. Fourth, service training has a significant effect on job satisfaction, but it has a negatively direct effect on organizational commitment. Fifth, service reward has a significant influence on job satisfaction and organizational commitment.

Practical implications

Based on these empirical findings, employee management should be shifted from a transactional to a relationship‐building orientation – the former being short‐term goal‐oriented and the latter long‐term. Additionally, service organizations should evaluate employee lifetime value (ELV) as well as customer lifetime value (CLV).

Research limitations/implications

There is a need to extend the results to a diverse range of service industries.

Originality/value

This research explains that empowerment, service training, and service reward contribute to the evaluation of organizational commitment through the medium of job satisfaction.

Keywords

Citation

Lee, Y., Nam, J., Park, D. and Ah Lee, K. (2006), "What factors influence customer‐oriented prosocial behavior of customer‐contact employees?", Journal of Services Marketing, Vol. 20 No. 4, pp. 251-264. https://doi.org/10.1108/08876040610674599

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.