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1 – 10 of 79Beth G. Chung, Lynn M. Shore, Justin P. Wiegand and Jia Xu
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational…
Abstract
Purpose
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships.
Design/methodology/approach
Data from 336 employees in 55 teams were collected at two time points from an educational media company in China.
Findings
Results from multi-level modeling suggest that, for employees, the inclusive psychological climate to trust relationship has both direct and indirect effects, including a serially occurring indirect effect through leader inclusion and workgroup inclusion. For the inclusive psychological climate to organizational identification relationship, there were only indirect effects, including a serially occurring indirect effect through both leader inclusion and workgroup inclusion.
Research limitations/implications
These results suggest the value of an inclusive psychological climate for setting the stage for more localized inclusion experiences through the leader and the workgroup. These inclusionary work environments promote social exchange as shown by employer trust and social identification with the organization.
Originality/value
This study examines the combined and serial effects of an inclusive psychological climate, leader inclusion, and workgroup inclusion on outcomes that represent a deep connection with the organization (organizational trust and organizational identification).
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Karen Holcombe Ehrhart and Beth G. Chung
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in…
Abstract
Purpose
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.
Design/methodology/approach
Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.
Findings
Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.
Research limitations/implications
Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.
Practical implications
Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.
Originality/value
This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.
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Beth G. Chung, Michelle A. Dean and Karen Holcombe Ehrhart
This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and…
Abstract
Purpose
This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.
Design/methodology/approach
Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.
Findings
This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.
Practical implications
Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.
Originality/value
This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.
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Beth G. Chung and Benjamin Schneider
Customerâcontact employees are a critical asset of service organizations due to the interactive nature of service delivery. Customerâcontact employees are boundary spanners who…
Abstract
Customerâcontact employees are a critical asset of service organizations due to the interactive nature of service delivery. Customerâcontact employees are boundary spanners who attempt to serve both internal and external constituents. Attempting to serve two masters can result in role conflict and the present effort presents and tests a framework for understanding possible antecedents and consequences of such role conflict. Survey data collected from 200 telephone service employees in an insurance company revealed at least partial support for the following hypotheses: role conflict emerges when there is a discrepancy between what employees think customers expect of them and what they report management rewards them for doing; role conflict, in turn, is related to employee attitudinal (e.g. job satisfaction) and behavioral (e.g. absenteeism) outcomes; and role conflict mediates the relationship between service orientation discrepancy and employee outcomes. Implications of the results for the management of service employees and service quality are presented.
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Beth G. Chung‐Herrera, Nadav Goldschmidt and K. Doug Hoffman
This study examined perceptual similarities and differences between customers and employees in terms of critical service incidents. Specifically we explored the extent to which…
Abstract
This study examined perceptual similarities and differences between customers and employees in terms of critical service incidents. Specifically we explored the extent to which customers and employees were similar or different in summary perceptions of service failures and recovery, the attributions made by the two perspectives in terms of causes for failures and recovery efforts, and whether each perspective believed that age, gender or race contributed to service failures or recovery. The critical incidents technique was used to collect 1,512 customerâreported incidents and 390 employeeâreported incidents. Results revealed that customers and employees had both similar and different views depending on the ultimate outcome of the encounter. Overall, customers and employees were fairly similar in their perceptions regarding failures that ultimately resulted in a good recovery effort. However, the two perspectives differed in their views of service failures that accompanied a poor recovery effort. Conclusions and implications for practice are also provided.
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Beth G. Chung‐Herrera, Gabriel R. Gonzalez and K. Douglas Hoffman
This paper aims to explore whether demographic differences between diverse customers and service providers impact service failure and recovery perceptions.
Abstract
Purpose
This paper aims to explore whether demographic differences between diverse customers and service providers impact service failure and recovery perceptions.
Design/methodology/approach
The critical incidents technique was used to gather data on service failures and recovery. Chiâsquare test of independence and analysis of variance was used to test the hypotheses.
Findings
Results from the main study provide little support to the notion that different service failure types or service recovery efforts are being applied when demographic differences exist. However, a postâhoc analysis focusing on respondents who felt that their demographic differences had impacted their encounter revealed that ethnic differences impacted service failure and recovery perceptions the most.
Research limitations/implications
One limitation is the use of quota sampling that may limit the generalizability of the results. However, due to the exploratory nature of the study and the need for representative cases, this technique was viewed as an effective sampling technique for the purposes of the study.
Practical implications
The postâhoc results suggest that future diversity training should include employeeâcustomer diversity, especially in the case of age and ethnicity. Further, that managing perceptions is important so that customers do not feel that they are treated any differently based on a visible demographic variable.
Originality/value
In general, the exploration of customerâemployee demographic differences in the services marketing literature is still somewhat nascent. This paper is unique in that it specifically examines several demographic differences between customers and employees in terms of service failure and recovery perceptions.
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This paper aims to explore the basic psychological needs that customers have in four different service industries.
Abstract
Purpose
This paper aims to explore the basic psychological needs that customers have in four different service industries.
Design/methodology/approach
Through the use of two focus groups, four customer needs emerged. These four psychological needs (security, selfâesteem, justice, and trust) in four industries (retail, airlines, hotels, and financial services) were then examined through the use of a survey.
Findings
Results show that different needs are indeed more important in one type of service than another. Results also reveal that women have a higher level of overall needs than men. Last, customers in the finance industry seem to have an overall higher level of needs than other service industries.
Research limitations/implications
Future research should validate the existence of the four needs in additional service industries using different samples. The results of this research can be used to train employees to tailor the customer service provided in different service industries.
Originality/value
This paper is one of the first of its kind to empirically explore customers' psychological needs across four different service industries.
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Jia Xu, Yan Liu and Beth Chung
The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital.
Design/methodology/approach
Multi-source data came from 44 team leaders and 307 employees in Mainland China.
Findings
The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher).
Practical implications
By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome.
Originality/value
Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.
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K. Douglas Hoffman, Scott W. Kelley and Beth C. Chung
This study was undertaken to investigate service failures relating to problems with the management of the servicescape. Of the 1,370 failure critical incidents collected, 123 were…
Abstract
This study was undertaken to investigate service failures relating to problems with the management of the servicescape. Of the 1,370 failure critical incidents collected, 123 were identified as servicescape failures. The three primary types of servicescape failures most likely to occur, listed in order of frequency, include cleanliness issues, mechanical problems, and facility design issues. The study also identifies eight servicescape subfailure type categories and discusses failure ratings, recovery strategies, recovering ratings and customer retention rates.
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