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The role of climate: implications for service employee engagement and customer service performance

Author

Listed:
  • Bulent Menguc

    (Kadir Has University
    University of Leeds, Leeds University Business School)

  • Seigyoung Auh

    (Arizona State University)

  • Volkan Yeniaras

    (University of Sharjah)

  • Constantine S. Katsikeas

    (University of Leeds, Leeds University Business School)

Abstract

This research attempts to challenge the resource–engagement and engagement–performance linkage of the job demands–resources model by testing these links under the moderating role of two climates: performance-focused and service failure recovery. Two studies test a model on the boundary conditions of the linkages across four service industries. The results suggest that whether a resource (i.e., self-efficacy and job autonomy) positively or negatively affects engagement depends on whether (1) a climate is appraised as a challenge or hindrance demand and (2) a climate is deemed a complementary or compensatory resource. Using multi-respondent data from customer service employees and their supervisors in the health care industry, Study 1 conceptualizes climate as organizational climate and finds that performance-focused climate strengthens (weakens) the positive effect of self-efficacy (job autonomy) on engagement while service failure recovery climate weakens the positive impact of self-efficacy on engagement. Study 2 generalizes the findings from Study 1 and provides broad support by testing the model using psychological climate in the financial services, tourism and hospitality, and retailing industries. This study closes with a configuration approach to climate research by discussing when multiple climates can co-exist under different types of resources.

Suggested Citation

  • Bulent Menguc & Seigyoung Auh & Volkan Yeniaras & Constantine S. Katsikeas, 2017. "The role of climate: implications for service employee engagement and customer service performance," Journal of the Academy of Marketing Science, Springer, vol. 45(3), pages 428-451, May.
    • Handle: RePEc:spr:joamsc:v:45:y:2017:i:3:d:10.1007_s11747-017-0526-9
    DOI: 10.1007/s11747-017-0526-9
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    References listed on IDEAS

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    1. María Leticia Santos-Vijande & José Ángel López-Sánchez & John Rudd, 2016. "Frontline employees’ collaboration in industrial service innovation: routes of co-creation’s effects on new service performance," Journal of the Academy of Marketing Science, Springer, vol. 44(3), pages 350-375, May.
    2. Seigyoung Auh & Bulent Menguc & Stavroula Spyropoulou & Fatima Wang, 2016. "Service employee burnout and engagement: the moderating role of power distance orientation," Journal of the Academy of Marketing Science, Springer, vol. 44(6), pages 726-745, November.
    3. Thomas E. DeCarlo & Son K. Lam, 2016. "Identifying effective hunters and farmers in the salesforce: a dispositional–situational framework," Journal of the Academy of Marketing Science, Springer, vol. 44(4), pages 415-439, July.
    4. Xinshu Zhao & John G. Lynch & Qimei Chen, 2010. "Reconsidering Baron and Kenny: Myths and Truths about Mediation Analysis," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 37(2), pages 197-206, August.
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