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Customer-oriented behaviour of front-line service employees: The need to be both willing and able

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  • Pimpakorn, Narumon
  • Patterson, Paul G.

Abstract

The purpose of this study is to empirically test and extend our knowledge of the determinants of customer-oriented behaviour of front-line employees across a range of service settings. We examine the need for front-line employees to be both ‘willing’ (engaged) and ‘able’ (confidence in their ability) in order to deliver high-quality customer service. Since the organisational environment in which workers operate is known to impact job performance, we include service climate as a third explanatory variable in our model. The research hypotheses are tested using self-report data collected from 878 front-line employees in four service industries, covering both medium and high-contact settings. The results support the notion that to deliver excellent customer service, employees must be both ‘willing’ (engaged, positive attitude) and ‘able’ (possess the capability, or at least the confidence, to do so). In addition, service climate (an organisation environment factor), employee demographics, and industry type were found to be significant. Finally, the interaction effects of being ‘willing’ and ‘able’ are significant in explaining customer-oriented behaviour of front-line employees.

Suggested Citation

  • Pimpakorn, Narumon & Patterson, Paul G., 2010. "Customer-oriented behaviour of front-line service employees: The need to be both willing and able," Australasian marketing journal, Elsevier, vol. 18(2), pages 57-65.
    • Handle: RePEc:eee:aumajo:v:18:y:2010:i:2:p:57-65
    DOI: 10.1016/j.ausmj.2010.02.004
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
    2. Darby, Michael R & Karni, Edi, 1973. "Free Competition and the Optimal Amount of Fraud," Journal of Law and Economics, University of Chicago Press, vol. 16(1), pages 67-88, April.
    3. Deborah L. Kellogg & Richard B. Chase, 1995. "Constructing an Empirically Derived Measure for Customer Contact," Management Science, INFORMS, vol. 41(11), pages 1734-1749, November.
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    Citations

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    Cited by:

    1. Nguyen Thi Hong Phuong & Le Nguyen Hau & Tran Thi Tuyet & Nguyen Van Tuan, 2018. "Internal market orientation, frontliners' organizational commitment and customer-oriented behavior: A study of airport service in Vietnam," HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE - ECONOMICS AND BUSINESS ADMINISTRATION, HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE, HO CHI MINH CITY OPEN UNIVERSITY, vol. 8(1), pages 65-78.
    2. Hollebeek, Linda D., 2013. "The customer engagement/value interface: An exploratory investigation," Australasian marketing journal, Elsevier, vol. 21(1), pages 17-24.
    3. Patterson, Paul & Yu, Ting & Kimpakorn, Narumon, 2014. "Killing two birds with one stone: Cross-selling during service delivery," Journal of Business Research, Elsevier, vol. 67(9), pages 1944-1952.
    4. Emma Karanges & Kim A. Johnston & Ian Lings & Amanda T. Beatson, 2018. "Brand signalling: An antecedent of employee brand understanding," Journal of Brand Management, Palgrave Macmillan, vol. 25(3), pages 235-249, May.
    5. Eger, Ludvík & MiÄ Ã­k, Michal, 2017. "Customer-oriented communication in retail and Net Promoter Score," Journal of Retailing and Consumer Services, Elsevier, vol. 35(C), pages 142-149.

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