Studies have demonstrated that the service climate in an organisation, as perceived by employees, is positively related to service quality, as perceived by customers. However, no studies appear to have tested the link to service quality from an employee perspective. Hence, the major aim of this study was to investigate the relationships between service climate, employee commitment and employees' service quality capability (SQC).
Data were collected by a cross‐sectional field study of frontline employees in a telecommunications call centre (n=167; 58 percent). A call centre was chosen because of the perceived poor service climate and the high levels of employee turnover.
Global service climate (GSC) in the call centre was found to be positively related to employees' SQC, with partial mediation by employee commitment. Regression analysis showed that three factors: managerial practices, customer feedback and human resource management contributed to GSC but, unexpectedly, customer orientation did not.
The findings indicate that the service climate in a call centre affects employees, both in terms of their commitment, and their self‐reported feelings about the delivery of service quality to customers. Unexpected findings suggest that further work on service climate in call centres is warranted.
This study demonstrates the important effects of service climate in general, and HRM in particular, on frontline employees in call centres. Managers should benefit from noting the links and the likely service quality outcome for customers.
This paper applies and extends theory developed in other contexts to call centres.
Mikic Little, M. and Dean, A. (2006), "Links between service climate, employee commitment and employees' service quality capability", Managing Service Quality: An International Journal, Vol. 16 No. 5, pp. 460-476. https://doi.org/10.1108/09604520610686133Download as .RIS
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