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When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

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  • Youngsam Cho

    (College of Business, Gyeongsang National University, BERI, Jinju-daero 501, Jinju 52828, Korea)

  • Yongduk Choi

    (College of Business, Chonnam National University, Yongbong-ro 77, Buk-gu, Gwangju 61186, Korea)

Abstract

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

Suggested Citation

  • Youngsam Cho & Yongduk Choi, 2021. "When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication," Sustainability, MDPI, vol. 13(7), pages 1-14, March.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:7:p:3693-:d:524538
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    1. Daria Gom & Tek Yew Lew & Mary Monica Jiony & Geoffrey Harvey Tanakinjal & Stephen Sondoh, 2021. "The Role of Transformational Leadership and Psychological Capital in the Hotel Industry: A Sustainable Approach to Reducing Turnover Intention," Sustainability, MDPI, vol. 13(19), pages 1-20, September.
    2. Roel Schouteten & Beatrice van der Heijden & Pascale Peters & Sascha Kraus-Hoogeveen & Leonie Heres, 2021. "More Roads Lead to Rome. HR Configurations and Employee Sustainability Outcomes in Public Sector Organizations," Sustainability, MDPI, vol. 13(21), pages 1-21, October.
    3. Agnieszka Wojtczuk‐Turek & Dariusz Turek & Fiona Edgar & Howard J. Klein & Janine Bosak & Belgin Okay‐Somerville & Na Fu & Sabine Raeder & Paweł Jurek & Anna Lupina‐Wegener & Zuzana Dvorakova & Franci, 2024. "Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(5), pages 4910-4932, September.
    4. Akriti Gupta & Aman Chadha & Vijayshri Tiwari & Arup Varma & Vijay Pereira, 2023. "Sustainable training practices: predicting job satisfaction and employee behavior using machine learning techniques," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 1913-1936, November.

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