Search results

This paper aims to examine the mediating roles of self-efficacy and team commitment in linking service employees’ relative leader-member exchange (RLMX) with customer service behaviors and also the moderating roles of team-level differentiations in leader-member exchange (LMX) and team-member exchange (TMX) in influencing these mediation processes.

Data were collected from 467 customer-contact employees working in hotel restaurants. Hierarchical linear modeling analysis was used to test the mediation hypotheses, and moderated path was used to assess the moderated mediation.

Self-efficacy and team-commitment both mediated the relationship between RLMX and customer service behaviors. The differentiations in LMX and TMX significantly interacted with RLMX in predicting self-efficacy and team commitment and also moderated the indirect effects of RLMX on customer service behaviors.

Future studies need to incorporate customers’ or immediate supervisors’ ratings of subordinates’ customer service behaviors and replicate the findings in different countries and work settings.

Hospitality managers should foster a work environment wherein they develop equal quality relationships with their subordinates in a workgroup and promote high-quality relationships among subordinates in the workgroup to improve subordinates’ self-efficacy, team commitment and, subsequently, their customer service behaviors.

This study incorporates both self-efficacy and team commitment as motivation-based and social exchange-based mediators, respectively, in predicting customer service behavior. It also extends the boundary condition for the mediations by considering the team-level differentiations in both vertical exchange (LMX) and horizontal exchange (TMX).

This paper examines several sources of support for contact employees in service encounters. These sources of support, including organization support, supervisory support, and customer's participation, are proposed to affect the attitudes and behaviors of employees, and consequently affect customer's perceptions of employees' service quality. This study, which combines perceptions from customers and their contact employees, shows that three sources of support for employees contribute significantly to job satisfaction and employee service quality, while perceived organizational support and customer participation affect service effort. Also, the empirical results indicate that both employee service effort and job satisfaction play strong, central roles in determining customers' perceptions of employee service quality. They were found to be effective mediators linking employees' cognitive appraisal of various sources of support to service quality.

This paper examines several work climate variables and their impact on service quality. While there exists a variety of work climates relevant to contact employees during service encounters, this study investigates two components for successful implementation of internal marketing, service climate and supportive management. Both climate variables are proposed to affect the attitudes and behaviors of employees, and consequently affect customers’ perceptions of employees’ service performance. This study, which combines perceptions from customers and their contact employees, shows that both climate variables contribute directly to job satisfaction and work effort, and indirectly impact on customers’ perceptions of employee service quality. Also, the empirical results indicate that in addition to job satisfaction, employees’ work effort also plays a strong, central role in determining customers’ perceptions of employee service quality.

From 1953 to 1961, the South Korean economy grew slowly; the average per capita GNP growth was a mere percent, amounting to less than $100 in 1961. Few people, therefore, look for the sources of later dynamism in this period. As Kyung Cho Chung (1956:225) wrote in the mid‐1950s: “[South Korea] faces grave economic difficulties. The limitations imposed by the Japanese have been succeeded by the division of the country, the general destruction incurred by the Korean War, and the attendant dislocation of the population, which has further disorganized the economy” (see also McCune 1956:191–192). T.R. Fehrenbach (1963:37), in his widely read book on the Korean War, prognosticated: “By themselves, the two halves [of Korea] might possibly build a viable economy by the year 2000, certainly not sooner.”

The purpose of this chapter is to trace the long-term trend of professionalization of the military and the civil–military relations of modern Korea. It reviews the patriarchal relation between the king and the military officer in ancient Korea and how the patron–client relations of a parochial society have continued between the political ruler and the military of modern Korea. The history of modern Korea is examined according to the level of development and the nature of civil–military relations. The Korean military has gradually changed from a parochial army to a professional one, and the civil–military relations of modern Korea have been normalized.