1 Linking Climate, Job Satisfaction and Contextual Performance to Customer Experience Peter M Hart & Rachael H Palmer Insight SRC and Department of Psychology, University of Melbourne Stephanie Christie & Deirdre Lander Royal Automobile Club of Victoria 17 th Annual Conference of the Society for Industrial and Organizational Psychology, Toronto, Canada, April Insight SRC Pty Ltd, 31 Brunswick Street, Fitzroy, Victoria, 3065, Australia. This document is subject to copyright and is not to be copied, reproduced or used without the prior written permission of Insight SRC
2 Linking Climate 1 ABSTRACT In this study, we examined a theoretical model that integrates organizational climate, job satisfaction, contextual performance behaviors, and customer satisfaction. Structural equation analyses showed that turnover intentions and the extent to which employees focused on helping one another, rather than customers, influenced customers satisfaction with the organization s products and services. PRESS PARAGRAPH This study brings together two important themes that are central to the literature on customer satisfaction: (a) the quality of an organization s climate; and, (b) the discretionary performance behavior of employees. A study conducted in a medium sized insurance and road services organization showed that the quality of the organization s climate influenced employees job satisfaction which, in turn, influenced the extent to which they voluntarily engaged in performance related behaviors. The main finding showed that when these behaviors were directed toward helping other employees, rather than customers, customers were actually more satisfied with the company s products and services.
3 Linking Climate 2 Linking Climate, Job Satisfaction and Contextual Performance to Customer Experience In recent years, there has been growing interest in the relationship between organizational behavior and the way it influences customers experience with the organization s products and services. As a result of this interest, two important themes are beginning to emerge in the research literature. First, there is growing evidence to suggest that the quality of organizational climate determines, to some extent, the satisfaction and behavior of customers (e.g., Jimmieson & Griffin, 1998; Rucci, Kirn & Quinn, 1998; Schneider, White & Paul, 1998). Second, it is becoming more evident that contextual performance behaviors, such as those relating to helping colleagues and customers, play a role in determining the quality of a customer s experience (e.g., Baker & Braverman, 2001). In this study, we propose a theoretical framework that integrates these two emerging themes, and provide an initial empirical test of the framework s core assumptions. Specifically, we argue that organizational climate influences contextual performance behaviors through employee attitudes, such as job satisfaction, and it is the contextual performance behaviors that ultimately influence customers experience of an organization s products and services. Organizational Climate Organizational climate refers to the perceptions that employees have about the way in which their organization functions (James & McIntyre, 1996). As noted by Griffin, Hart, and Wilson-Evered (2000), this means that organizational climate has two components. It involves the organizational structures and processes that are part of everyday organizational activity, as well as individual employees perceptions of these activities. These perceptions may concern general organizational policies and practices in the work environment (e.g.,
4 Linking Climate 3 Hart, Wearing, Conn, Carter, & Dingle, 2000; Schneider, 1990), or may be related to specific areas of work, such as the climate for customer service (Jimmieson & Griffin, 1998; Schneider, Wheeler, & Cox, 1992). Moreover, it has been demonstrated that employees can distinguish between different aspects of organizational climate, and often reach high levels of agreement about the way in which their organization functions (e.g., Burke, Borucki, & Hurley, 1992). Several studies have established links between organizational climate and customer experience. Using a longitudinal methodology, Schneider et al. (1998) showed that an organization s service climate had a direct affect on customer perceptions of service quality. Jimmieson and Griffin (1998) found that role conflict, a particular aspect of climate, to be a significant predictor of client satisfaction. Kulesa, Lopez and Liakhovitski (2001) found that working relationships was an important aspect of climate that influenced customers perceptions of an organization s employees. Although these studies demonstrate that organizational climate is an important determinant of customers experience, it is still necessary to establish the mechanism or process through which organizational climate actually influences customers experience. Schmit and Allscheid (1995) have provided some insight by demonstrating that the relationship between climate and customer satisfaction was mediated by employees emotional response and behavioral intentions. This potential mechanism for linking organizational climate and customer experience is consistent with several studies that have linked organizational climate to job satisfaction (Griffin et al., 2000; James & Tetrick, 1986), and job satisfaction to contextual performance behaviors (Organ & Ryan, 1995). These findings suggest that organizational climate will influence the way employees think or feel about their jobs, and that this, in turn, will encourage the types of behaviors that influence customer experience.
5 Linking Climate 4 Contextual Performance Contextual performance describes a variety of work behaviors that are important for organizational success, but that are not typically part of an individual's core task responsibilities (Borman & Motowidlo, 1993). Contextual performance behaviors include activities that support the overall success of the organization, such as volunteering to carry out tasks, cooperating with coworkers, exerting effort, and promoting the organization to others. These behaviors can be linked to a range of constructs including prosocial organizational behavior (Brief & Motowidlo, 1986), extra-role behavior (Katz & Kahn, 1966), and organizational citizenship behavior (Bateman & Organ, 1983). Moreover, the interest in contextual performance has grown, because it describes a distinct dimension of work performance that is clearly influenced by individual motivational processes. In a recent study that examined the relation between contextual performance behaviors and customer experience, Baker and Braverman (2001) found that when employees engaged in discretionary behaviors of an interpersonal nature, customers reported more favorable perceptions of customer service. This is consistent with the notion that a strong customer or service climate is important to organizational success in service related industries (Schneider et al., 1998). Although interpersonal contextual performance behaviors can be directed toward colleagues or customers (Organ & Ryan, 1995), it is still not known whether this distinction is important in determining customer experience. For example, conventional wisdom would suggest that when employees pay particular attention to assisting or helping their customers, it is likely that the customers will appreciate this service and report greater levels of satisfaction. However, the quality of an organization s services may be enhanced by employees helping and supporting one another in the delivery of the service. Accordingly, it is important to distinguish between the discretionary behaviors that are oriented toward employees colleagues from those that are oriented toward customers.
6 Linking Climate 5 The prosocial nature of these interpersonal contextual performance behaviors also raises the possibility that other related behaviors are important in determining the experience of customers. For example, Puffer (1987) has noted that the noncompliant behavior can be considered the flip side of prosocial contextual performance. This may be particularly important when the noncompliant behavior is strongly related to a lack of engagement or motivation on the part of employees. It is reasonable to argue that this situation may occur when employees have disengaged from the organization, because they have decided to quit their jobs. When people intend to leave their jobs, it is possible that they will be less helpful and no longer motivated to promote the organization s products and services when dealing with external customers. Another form of prosocial behavior, that is important for the success of an organization, is innovation. Innovation occurs when employees make changes to their work practices, products and services by introducing new ideas and flexibility. It has long been viewed as a core component of contextual performance behavior (Katz, 1964; Smith, Organ & Near, 1983), and has the potential to influence customers experience through changes made to the delivery of an organization s products and services. The Present Study In the present study, we examined the relations between organizational climate, job satisfaction, contextual performance behaviors, and customer experience. Based on the preceding discussion, it was hypothesized that organizational climate would influence job satisfaction, which in turn, would influence contextual performance behaviors. It was also hypothesized that contextual performance behavior would wholly mediate the relation between organizational climate and job satisfaction on the one hand, and customer experience on the other. Finally, it was also hypothesized that the job satisfaction would wholly mediate
7 Linking Climate 6 the relation between organizational climate and contextual performance behaviors, except in those cases where the contextual performance behaviors where focused on the behavior of the work team, rather than the behavior of individual employees. These hypotheses are shown diagrammatically in Figure 1. Turnover Intentions Helping Other Colleagues Accessibility Job Satisfaction Customer Orientation - I Company Consultants Organizational Climate Customer Orientation - T Products and Services Innovation Figure 1. Theoretical model showing the hypothesized relations among organizational climate, job satisfaction, contextual performance, and customer experience. Method Participants Data were obtained from the employees and customers of an Australian insurance and road services organization. During the last quarter of 2000, all 2,186 employees were invited to participate in an organization-wide employee opinion survey. The organization is structured into 175 discrete work units that perform a wide variety of functions. Of these,
8 Linking Climate 7 there were 24 retail outlet and 28 call centre teams that had direct contact with customers. A random sample of these customers was invited to participate in a customer experience survey as part of the organization s ongoing monitoring of its customers views about the quality of its products and services. Employee Data. Of the 806 employees who worked in the 24 retail outlet and 28 call centre teams, 558 agreed to participate in the employee opinion survey (response rate: 69.23%). Each employee received an individually addressed questionnaire booklet that they were asked to complete during scheduled staff meetings or during the course of their normal work activities. Completed questionnaires were returned directly to the first author in a selfaddressed envelope marked confidential. The number of employees who responded from each of the retail outlet and call centre teams varied from 2 to 30 (M = 10.73, SD = 4.43). Their lengths of service ranged from less than 1 year to 29 years (M = 3.28, SD = 4.48), and their ages ranged from 18 years to 57 years (M = 31.11, SD = 9.37). Female employees accounted for 73% of the sample. Customer Data. A simple random sample of customers, stratified by retail outlet and call center team, was drawn, on a weekly basis, from a list of all customers who had contact with each of the 24 retail outlet and 28 call center teams. The sample of customers was invited to participate in a telephone interview that was used to administer a questionnaire about the quality of the organization s products and services. This procedure ensured that customers were asked about their experience within one week of their contact with the organization. A total of 1,777 customers provided data during the last quarter of The number of customers who responded from each of the retail outlet and call centre teams varied from 24 to 34 (M = 32.50, SD = 1.66).
9 Linking Climate 8 Measures Organizational Climate. Employees perceptions about seven different aspects of their work environment (appraisal and recognition, goal congruency, role clarity, supportive leadership, participative decision-making, professional growth, and professional interaction) were assessed using 35 items from Hart, Griffin, Wearing & Cooper s (1996) Organizational Climate Scale. This scale is based on the components of the School Organizational Health Questionnaire (Hart et al., 2000) that were designed to assess the organizational factors that are common to most organizations. Employees were asked to rate the extent to which each item (e.g., My work objectives are always well defined ) described their work team on a 5- point scale ranging from strongly disagree to strongly agree. Confirmatory factor analyses showed that the seven separate dimensions could be aggregated at a second-order level to provide an overall index of organizational climate (coefficient alpha =.95). Job Satisfaction. Employees were asked to rate three items that assessed their overall levels of job satisfaction. These items were, Overall, how satisfied are you with your job?, Overall, how satisfied are you with the work that you do?, and Overall, how satisfied are you with this company as an organization to work for. Employees were asked to rate each item on a 7-point scale that ranged from extremely dissatisfied to extremely satisfied. Previous research has shown that this 3-item scale correlated.72 (N = 1,064, p <.001) with the global job satisfaction score obtained from the 20-item version of the Minnesotta Satisfaction Questionnaire (Ostrognay, 2001). Moreover, the internal consistency of the 3- item scale was supported by a confirmatory factor analysis 1 of the data collected during this study (coefficient alpha =.80). 1 The results of the confirmatory factor analyses conducted on the measures used in the study are available from the authors upon request.
10 Linking Climate 9 Contextual Performance. Five separate dimensions of contextual performance were assessed. Three of these dimensions focused on the behavior of individual employees and two were concerned with employees views about the behavior of their work teams. A series of confirmatory factor analyses supported the discriminant validity of the five dimensions, with the true score correlations among the five factors ranging from.08 to.77 (M =.32, SD =.20), in absolute value. The individually focused dimensions were Helping Work Colleagues (two items, coefficient alpha =.77), Customer Orientation Individual (5 items, coefficient alpha =.84), and Turnover Intentions (3 items, coefficient alpha =.88). Helping Work Colleagues and Customer Orientation Individual were assessed on a 7-point scale that asked employees to rate the extent to which they engaged in particular behaviors over the past month, ranging from rarely or never to all of the time. Turnover Intentions was assessed with a 5-point scale that asked employees to rate the extent to which they had seriously considered changing or leaving their jobs over the past month, ranging from rarely or never to very often. The team focused dimensions were Customer Orientation Team (4 items, coefficient alpha =.82) and Innovation (4 items, coefficient alpha =.80). For each of these dimensions, employees were asked to rate the extent to which they agreed that each statement (i.e., item) applied to their particular work team on a 7-point scale ranging from strongly disagree to strongly agree. Customer Experience. Three dimensions of customer experience were assessed with 34 items from a larger customer experience questionnaire. These dimensions were identified through a series of exploratory and confirmatory factor analyses that were conducted to test and refine the a priori theoretical model that was believed to underpin the customer experience questionnaire. The results of these analyses demonstrated that the 34 items
11 Linking Climate 10 assessed 6 first-order factors. Moreover, the results showed that five of these factors were best represented by two second-order factors. The three dimensions of customer experience were Accessibility (2 items, coefficient alpha =.81), Company Consultants (18 items, coefficient alpha =.98), and Products and Services (5 items, coefficient alpha =.80). Accessibility refers to customers views about the ease with which they were able to access the products and services of the company (e.g., Thinking about the accessibility of the company s consultants, how satisfied are you with the ease with which you were able to contact the company? ), whereas Company Consultants refers to the extent that customers believed that the company s consultants were helpful, efficient, attentive and provided appropriate information (e.g., How satisfied are you that the company consultant displayed a willingness to help you? ). Products and Services refers to customers overall satisfaction with the products and services provided by the company (e.g., How would you rate the company s products and service as being worth what is paid from them? ). Customers were asked to rate each of the 25 items on an 11-point scale that ranged from (0) extremely dissatisfied to (10) extremely satisfied. Results The Linear Structural Relations (LISREL VIII) Program (Joreskog & Sorbom, 1993) was used to examine the hypotheses about the relations among the 10 study variables. All of the structural equation models reported in this paper were based on variance-covariance matrices, and employed the maximum likelihood method of estimation. The maximum likelihood method of estimation has been shown to be robust against moderate departures from the skewness and kurtosis of the normal distribution (Cuttance, 1987). The skewness and kurtosis was less than 1.2 in absolute value for all of the observed variables used in the reported models.
12 Linking Climate 11 For the purpose of the models examined in this study, the unit of analysis was the 24 retail outlet and 28 call centre teams. This meant that the effective sample size for the structural equation analyses was 52 work teams. The average scores obtained by each of the work teams on the 10 observed variables were used during the analyses. Due to the relatively small sample size, it was not appropriate to use multiple indicators to estimate the latent constructs in the structural equation analyses (Hart, 1999). Accordingly, the work team s average scores on the observed measures were used as single indicators of the latent constructs. In all models, measurement error was not taken into account. There are a number of debatable methodological issues that come into play when estimating the reliability of aggregate measures and, therefore, we decided to adopt a more conservative approach and assume that there was no measurement error. This approach had the practical advantage of minimizing the number of parameters that had to be estimated in each of the structural equation models. In effect, this meant that the number of parameters estimated was similar to that estimated in a standard multiple regression analysis. However, the limitation was that was that the strength of the relations in the models was likely to be under-estimated due to attenuation resulting from measurement error. Table 1 presents the means, standard deviations, and intercorrelations for the observed variables that were used in the structural equation analyses. Two structural equation models were estimated. In the first model, Accessibility, Company Consultants and Products and Services were regressed onto the five contextual performance variables which, in turn, were regressed onto Job Satisfaction. Consistent with the theoretical model shown in Figure 1, Customer Orientation Team, Innovation, and Job Satisfaction were all regressed onto Organizational Climate. The correlations between the residual variances for Accessibility, Company Consultants and Products and Services were
13 Table 1 Means, Standard Deviations and Intercorrelations for the Work Team Average Scores on the Observed Variables. Variable M SD Organizational Climate 2. Job Satisfaction ** 3. Turnover Intentions ** -.69** 4. Helping Work Colleagues * Customer Orientation - Individual *.31* 6. Customer Orientation - Team **.58** -43**.44**.26* 7. Innovation **.59** -.49**.35*.11.72** 8. Accessibility * -.28*.50**.10.38**.38** 9. Company Consultants * -.26*.49**.05.29*.26*.58** 10. Products and Services *.32**.01.27*.17.61**.54** Note. N = 52. ** p <.01 level (one-tailed), * p <.05 level (one-tailed).
14 Linking Climate 13 estimated, as were the correlations between the residual variances for the five contextual performance variables. The goodness-of-fit statistics showed that there was an excellent fit between the observed variance-covariance matrix and the tested model (χ 2 = 13.87, df = 9, p >.10, relative noncentrality index =.0.97, standardized root-mean-square-residual =.05). Examination of the beta coefficients showed that a number of the hypothesized relations failed to reach significance at the.05 level. Accordingly, we estimated a second model in which the non-significant relations were removed from the model. The only exception was the relations between Turnover Intentions and the three customer experience variables. Although these relations failed to reach significance at the.05 level, the standardized beta coefficients were all greater than.20, in absolute value, with the relation between Turnover Intentions and Company Consultants being significant at the.10 level. Given the limited statistical power that was available for these analyses, it was possible that these relations would reach significance once the other nonsignificant relations had been removed from the model. The standardized beta coefficients for the second model are shown in Figure 2, and the standardized parameter coefficients for the correlations that were estimated among the residuals are shown in Table 2.
15 Linking Climate Turnover Intentions Helping Other Colleagues 48 Accessibility Job Satisfaction Customer Orientation - I 48 Company Consultants 61 Organizational Climate Customer Orientation - T * Products and Services Innovation Figure 2. Standardized Maximum Likelihood Parameter Estimates, Showing the Relations Between Organizational Climate, Job Satisfaction, Contextual Performance, and Customer Experience. [All parameter estimates significant at the.05 level, except those indicated by an * which indicates significance at the.10 level. Decimal points have been omitted.]
16 Linking Climate 15 Table 2 Standardized Maximum Likelihood Parameter Estimates For the Correlations that were Estimated Among the Residual Variances for the Model Shown in Figure 2. Variable Turnover Intentions 2. Helping Work Colleagues Customer Orientation - Individual.26**.30** 4. Customer Orientation - Team.02.30**.29** 5. Innovation **.15.26** 6. Accessibility 7. Company Consultants.24** 7. Products and Services.35**.31** Note. N = 52. ** p <.01 level (one-tailed), * p <.05 level (one-tailed). Blank cells below the diagonal were not estimated. The goodness-of-fit statistics showed that there was an excellent fit between the observed variance-covariance matrix and revised model (χ 2 = 16.45, df = 19, p >.10, relative noncentrality index =.1.00, standardized root-mean-square-residual =.05). As shown in Figure 2, Helping Other Colleagues was significantly related to Accessibility (β =.48, p <.001), Company Consultants (β =.48, p <.001), and Products and Services (β =.34, p <.01). It was also found that Turnover Intentions was significantly related to Accessibility (β = -.24, p <.05)
17 Linking Climate 16 and Company Consultants (β = -.26, p <.05). The relation between Turnover Intentions and Products and Services was significant at the.10 level (β = -.23, p <.10). The results also showed that Job Satisfaction was significantly related to Turnover Intentions (β = -.69, p <.001), Customer Orientation Team (β =.31, p <.01), Helping Other Colleagues ((β =.28, p <.05), and Innovation (β =.28, p <.05). Consistent with our hypotheses, Organizational Climate was significantly related to Job Satisfaction (β =.61, p <.001), Innovation (β =.49, p <.001), and Customer Orientation Team (β =.42, p <.001). 22 Contrary to expectations, the results of both models showed that Organizational Climate and Job Satisfaction were not significantly related to Customer Orientation Individual. More importantly, the results of the two models demonstrated that Customer Orientation Individual, Customer Orientation Team, and Innovation were not significantly related to Accessibility, Company Consultants, or Product and Services. These findings were evidenced by the nonsignificant beta coefficients in the first model and the absence of significant modification indices in the second model. Discussion The main aim of this study was to investigate the relations between organizational climate, job satisfaction, contextual performance, and customer experience. The results of 2 The comparative models that were estimated to test the hypothesis that the relation between organizational climate and job satisfaction on the one hand, and customer experience on the other hand, was wholly mediated by contextual performance behaviors have not been reported in the interests of brevity. However, this hypothesis was supported by the model shown in Figure 2, in as much as the tested model was an excellent fit to the data, and there were no significant modification indices to support a significant path linking Organizational Climate and Job Satisfaction directly to Accessibility, Company Consultants and Products and Services. The results of the comparative models support this conclusion, and the results for these models are available from the authors on request.
18 Linking Climate 17 structural equation analyses provided empirical support for the notion that organizational climate contributed to job satisfaction, which in turn, contributed to different aspects of contextual performance behavior. It was also found that organizational climate contributed directly to the customer orientation and innovation behaviors of the work teams. This is consistent with our hypothesis that organizational climate would have a direct and indirect effect on contextual performance variables that assessed team oriented behaviors. Consistent with the findings of Baker and Breverman (2001), the results of this study demonstrate that contextual performance behaviors of an interpersonal nature are important in determining customers experience of an organization s products and services. More importantly, however, the results showed that it was employees focus on helping one another, rather than a focus on helping their customers, that influenced customers perceptions about the quality of the organization s products and services. Interestingly, it was also found that the turnover intentions of employees tended to detract from the quality of customers experience. It is possible that once employees have decided to leave their organization, customers are able to sense a degree of disengagement. There are two limitations that should be considered when interpreting the findings of this study. First, this study was based on information obtained in a single organizational setting, and second, the sample of work teams was relatively small. Nevertheless, this study has provided strong empirical evidence to demonstrate that the organizational context is important in influencing how employees help and support one another, and that this behavior is a strong predictor of customers satisfaction with an organization s products and services.
19 Linking Climate 18 References Baker, R.C., & Braverman, E.P. (2000, April). The influence of employee extra-role job behaviors on customers perceptions of service quality. Symposium paper presented at the 16 th Annual Conference of the Society for Industrial and Organizational Psychology, San Diego, California. Bateman, T.S. & Organ, D.W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship". Academy of Management Journal, 26, Borman, W.C. & Motowidlo, S.J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman and Asssociates (Eds.), Personnel Selection in Organizations (pp.??-??). San Fancisco: Jossey-Bass. Brief, A.P. & Motowidlo, S.J. (1986). Prosocial organizational behaviours. Academy of Management Review, 11, Burke, M.J., Borucki, C.C., & Hurley, A.E. (1992). Reconceptualizing psychological climate in a retail service environment: A multiple-stakeholder perspective. Journal of Applied Psychology, 77, Cuttance, P. (1987). Issues and problems in the application of structural equation models. In P. Cuttance & R. Ecob (Eds.), Structural Modeling by Example: Applications in Educational, Sociological and Behavioral Research (pp ). New York: Cambridge. Griffin, M.A., Hart, P.M., & Wilson-Evered, E. (2000). Using employee opinion surveys to improve organizational health. In L.R. Murphy & C.L. Cooper (Eds.), Health and Productive Work: An International Perspective (pp ). London: Taylor & Francis.
20 Linking Climate 19 Hart, P.M. (1999). Predicting Employee Life Satisfaction: A Coherent Model of Personality, Work and Nonwork Experiences, and Domain Satisfactions. Journal of Applied Psychology, 84, Hart, P.M., Griffin, M.A., Wearing, A.J. & Cooper, C.L. (1996). Manual for the QPASS Survey. Brisbane: Public Sector Management Commission. Hart, P.M., Wearing, A.J., Conn, M., Carter, N.L., & Dingle, R.K. (2000). Development of the School Organizational Health Questionnaire: a measure for assessing teacher morale and school organizational climate. British Journal of Educational Psychology, 70, James, L.R., & McIntyre, M.D. (1996). Perceptions of organisational climate. In K. Murphy (Ed.), Individual Differences and Behavior in Organisations (pp ). San Francisco: Jossey-Bass. James, L.R., & Tetrick, L.E. (1986). Confirmatory analytic tests of three causal models relating job perceptions to job satisfaction. Journal of Applied Psychology, 71, Jimmieson, N., & Griffin, M.A. (1998). Linking client and employee perceptions of the organization: A study of client satisfaction with health care services. Journal of Occupational and Organizational Psychology, 71, Joreskog, K.G., & Sorbom, D. (1993). LISREL 8, User's Reference Guide. Chicago, IL: Scientific Software. Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9, Katz, D., & Kahn, R.L. (1966). The Social Psychology of Organizations. New York: Wiley. Kulesa, P., Lopez, W., & Liakhovitski, D. (2001). Customer perceptions of courtesy and competence as mediators in the service-profit chain. Symposium paper presented at the
21 Linking Climate th Annual Conference of the Society for Industrial and Organizational Psychology, San Diego, California. Organ, D.W. & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, Puffer, S. M. (1987). Prosocial behavior, noncompliant behavior, and work performance among commission salespeople. Journal of Applied Psychology, 72, Rucci, A. J., Kirn, S. P., & Quinn, R. T. (1998). The employee-customer-profit chain at Sears. Harvard Business Review, Jan-Feb, Schmit, M.J., & Allscheid, S.P. (1995). Employee attitudes and customer satisfaction: Making theoretical and empirical connections. Personnel-Psychology, 48, Schneider, B., Wheeler, J.K., & Cox, J.F. (1992). A passion for service: Using content analysis to explicate service climate themes. Journal of Applied Psychology, 77, Schneider, B., White, S. S., & Paul, M. C. (1998). Linking service climate and customer perceptions of service quality: Test of a causal model. Journal of Applied Psychology, 83, Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68,
RELATIONSHIPS OF TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE WITH TURNOVER, JOB SATISFACTION, AND AFFECTIVE COMMITMENT James R. Van Scotter University of Memphis, Memphis, TN, USA The effects of task performance
Job Satisfaction as a Predictor of Organizational Citizenship Behavior A Study of Faculty Members at Business Institutes Farhan Mehboob* Niaz A Bhutto** FarhanMehboob*, is MS Scholar at Sukkur Institute
Merged Structural Equation Model of Online Retailer's Customer Preference and Stickiness Sri Hastuti Kurniawan Wayne State University, 226 Knapp Building, 87 E. Ferry, Detroit, MI 48202, USA firstname.lastname@example.org
COMMUNICATION SATISFACTION IN THE HOSPITALITY INDUSTRY: A CASE STUDY OF EMPLOYEES AT A THEME PARK IN CHINA ABSTRACT Qiuzi Liang & Kijoon Back Conrad N. Hilton College University of Houston Communication
The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study Janet Cheng Lian Chew B.Com. (Hons) (Murdoch University) Submitted
Int. J. Manag. Bus. Res., 4 (4), 247-254, Autumn 2014 IAU The Relationship between Servant Leadership and Organizational Citizenship Behavior of Employees at Valiasr Academic Complex, Islamic Azad University-Central
Performance appraisal politics and employee turnover intention Rusli Ahmad Camelia Lemba Faculty of Cognitive Sciences and Human Development Universiti Malaysia Sarawak email@example.com Wan Khairuzzaman
The Effect of Internal Marketing on Employees' Customer Orientation in Social Security Organization of Gilan Dr. Shahram Gilaninia 1. Dr. Bijan Shafiei 2. Rashid Shadab 3 1. Department of Industrial Management,
ADVANCES IN EDUCATION VOL.1, NO.1 JANUARY 2012 4 Teachers Emotional Intelligence and Its Relationship with Job Satisfaction Soleiman Yahyazadeh-Jeloudar 1 Fatemeh Lotfi-Goodarzi 2 Abstract- The study was
International Journal of Business and Management Invention ISSN (Online): 2319 8028, ISSN (Print): 2319 801X Volume 2 Issue 5 ǁ May. 2013ǁ PP.60-66 A Study on Customer Orientation as Mediator between Emotional
2015, TextRoad Publication ISSN: 2090-4274 Journal of Applied Environmental and Biological Sciences www.textroad.com SEM Analysis of the Impact of Knowledge Management, Total Quality Management and Innovation
INVESTIGATING BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE-PROGRAMS Jean Baptiste K. Dodor College of Business Jackson State University HTUjeandodor@yahoo.comUTH 601-354-1964 Darham S. Rana College
Perspectives Employee Passion The New Rules of Engagement Y ou can t open a training or human resource magazine without hearing about the importance of employee engagement. A myriad of studies, articles,
A Research Collaboration Between SHRM and the Society for Industrial and Organizational Psychology (SIOP) Driving Customer Satisfaction Through HR: Creating and Maintaining a Service Climate Benjamin Schneider
The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning Dr. Shehadeh M.A.AL-Gharaibeh Assistant prof. Business Administration
The International Journal of Indian Psychology ISSN 2348-5396 (e) ISSN: 2349-3429 (p) Volume 2, Issue 3, Paper ID: B00381V2I32015 http://www.ijip.in April to June 2015 ABSTRACT: Organizational Commitment
Structural Equation Modeling (SEM) for Dummies Joseph J. Sudano, Jr., PhD Center for Health Care Research and Policy Case Western Reserve University at The MetroHealth System Presentation Outline Conceptual
Principal instructional leadership and secondary school performance LINDA BENDIKSON, VIVIANE ROBINSON and JOHN HATTIE KEY POINTS Principal instructional leadership can be direct (focused on improving teaching)
Trust, Job Satisfaction, Commitment, and the Volunteer s Psychological Contract Becky J. Starnes, Ph.D. Austin Peay State University Clarksville, Tennessee, USA firstname.lastname@example.org Abstract Studies indicate
USING MULTIPLE GROUP STRUCTURAL MODEL FOR TESTING DIFFERENCES IN ABSORPTIVE AND INNOVATIVE CAPABILITIES BETWEEN LARGE AND MEDIUM SIZED FIRMS Anita Talaja University of Split, Faculty of Economics Cvite
Factors affecting professor facilitator and course evaluations in an online graduate program Amy Wong and Jason Fitzsimmons U21Global, Singapore Along with the rapid growth in Internet-based instruction
277 CHAPTER VI COMPARISONS OF CUSTOMER LOYALTY: PUBLIC & PRIVATE INSURANCE COMPANIES. This chapter contains a full discussion of customer loyalty comparisons between private and public insurance companies
APPLYING THE TECHNOLOGY ACCEPTANCE MODEL AND FLOW THEORY TO ONLINE E-LEARNING USERS ACCEPTANCE BEHAVIOR Su-Houn Liu, Chung Yuan Christian University, email@example.com Hsiu-Li Liao, Chung Yuan Christian
What Is the Relationship between Spiritual Intelligence and Job Satisfaction among MA and BA Teachers? Abstract Soleiman Yahyazadeh-Jeloudar Universiti of Mazandaran Iran Fatemeh Lotfi-Goodarzi Ministry
High School Psychology and its Impact on University Psychology Performance: Some Early Data John Reece Discipline of Psychology School of Health Sciences Impetus for This Research Oh, can you study psychology
Factorial Invariance in Student Ratings of Instruction Isaac I. Bejar Educational Testing Service Kenneth O. Doyle University of Minnesota The factorial invariance of student ratings of instruction across
3rd International Conference on Education, Management, Arts, Economics and Social Science (ICEMAESS 2015) The influence of electronic customer to customer interaction on customer loyalty Xue jing1,a and
The Impact of Rewards Programs on Employee Engagement research Dow Scott, Ph.D., Loyola University Tom McMullen, Hay Group WorldatWork June 00 Media Contact: Marcia Rhodes 00 N. Northsight Blvd. Scottsdale,
Which is a Better Predictor of Job Performance: Job Satisfaction or Life Satisfaction? Michelle D. Jones Providence College ABSTRACT Will people who are happy with their jobs exhibit superior job performance?
The Effect of Enterprise Architecture on Employees Performance: The Moderating Role Task-Technology Fit Roham Yazdanpanah 1,ghasem jaknjad 2,nasser yousefi raki 3 1 Faculty of Management, Allamehtabatabaie
Overview of Factor Analysis Jamie DeCoster Department of Psychology University of Alabama 348 Gordon Palmer Hall Box 870348 Tuscaloosa, AL 35487-0348 Phone: (205) 348-4431 Fax: (205) 348-8648 August 1,
, pp.61-66 http://dx.doi.org/10.14257/astl.2014.48.12 An Empirical Study on the Effects of Software Characteristics on Corporate Moon-Jong Choi 1, Won-Seok Kang 1 and Geun-A Kim 2 1 DGIST, 333 Techno Jungang
Technical report How to Get More Value from Your Survey Data Discover four advanced analysis techniques that make survey research more effective Table of contents Introduction..............................................................2
Available online at www.sciencedirect.com Applied Nursing Research 21 (2008) 2 7 Original Articles The relationship between nurses' perceptions of empowerment and patient satisfaction Moreen O. Donahue,
Journal of Applied Psychology 1984, Vol 69. No 3, 372-378 Copyright 1984 by the American Psychological Association, Inc Testing the "Side-Bet Theory" of Organizational Commitment: Some Methodological Considerations
Community College Journal of Research and Practice, 37: 333 338, 2013 Copyright# Taylor & Francis Group, LLC ISSN: 1066-8926 print=1521-0413 online DOI: 10.1080/10668926.2012.754733 EXCHANGE The Community
The Relationship between Staff Satisfaction and Patient Satisfaction: Results from Wolverhampton Hospitals NHS Trust Dr. Carol Borrill Professor Michael West Matthew Carter Jeremy Dawson Aston Business
Which competitive advantages can firms really obtain from ISO14001 certification? Josefina L. Murillo-Luna; Juan C. Ramón-Solans-Prat University of Zaragoza (SPAIN) firstname.lastname@example.org; email@example.com
The Relationship Between Information Systems Management and Organizational Culture Jakobus Smit Utrecht University of Applied Science, Netherlands firstname.lastname@example.org Marielle Dellemijn CRM Excellence, Netherlands
Organizational Communication, Job Stress and Citizenship Behaviour of IT Employees in Nigerian Universities Fidelis Aondoaseer Ayatse (PhD) Department of Business Administration College of Management Sciences
Evaluating a fatigue management training program for coach drivers. M. Anthony Machin University of Southern Queensland Abstract A nonprescriptive fatigue management training program was developed that
Journal of Applied Psychology Copyright 2002 by the American Psychological Association, Inc. 2002, Vol. 87, No. 3, 590 598 0021-9010/02/$5.00 DOI: 10.1037//0021-9010.87.3.590 The Role of Fair Treatment
EMPIRICAL INVESTIGATION OF LEADERSHIP STYLE ON ENHANCING TEAM BUILDING SKILLS Prof. Dr. Muhammad Ehsan Malik Dean Faculty of Economics and Management Sciences Director, Institute of Business Administration
Journal of Applied Psychology 2009 American Psychological Association 2009, Vol. 94, No. 1, 122 141 0021-9010/09/$12.00 DOI: 10.1037/a0013079 Individual- and Organizational-Level Consequences of Organizational
1 Chapter 1 PRINCIPAL COMPONENT ANALYSIS Introduction: The Basics of Principal Component Analysis........................... 2 A Variable Reduction Procedure.......................................... 2
Undergraduates Who Have a Lower Perception of Controlling Time Fail To Adjust Time Estimation Even When Given Feedback Yoshihiro S. OKAZAKI , Tomoya IMURA , Masahiro TAKAMURA , Satoko TOKUNAGA
169 EFFECT OF ENVIRONMENTAL CONCERN & SOCIAL NORMS ON ENVIRONMENTAL FRIENDLY BEHAVIORAL INTENTIONS Joshi Pradeep Assistant Professor, Quantum School of Business, Roorkee, Uttarakhand, India email@example.com
PROPOSED DOCTORATE RESEARCH Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, Team Dynamics, and Personality Dimensions PURPOSE Socialization Tactics and Newcomer Adjustment:
MPC M.A. PSYCHOLOGY FIRST YEAR COURSES (MAPC) Assignments For July 2014 and January 2015 Sessions Faculty of Psychology School of Social Sciences Indira Gandhi National Open University Maidan Garhi, New
The Mediating Role of Corporate Entrepreneurship in the Organizational Support Performance Relationship: An Empirical Examination Boštjan Antončič Otmar Zorn Corporate entrepreneurship has been recognized
American Journal of Information Science and Computer Engineering Vol., No. 5, 205, pp. 324-33 http://www.aiscience.org/journal/ajisce Evaluating the Factors Affecting on Intension to Use of E-Recruitment
ABSTRACT Assessing a theoretical model on EFL college students Yu-Ping Chang Yu Da University, Taiwan This study aimed to (1) integrate relevant language learning models and theories, (2) construct a theoretical
Kamla-Raj 2012 Int J Edu Sci, 4(3): 209-213 (2012) The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers Soleiman Yahyazadeh-Jeloudar 1 and Fatemeh Lotfi-Goodarzi 2
THE ASSYMMETRIC RELATIONSHIP BETWEEN CUSTOMER SATISFACTION, DISSATISFACTION, LOYALTY AND FINANCIAL PERFORMANCE IN B2B COMPANIES By Dr Rhian Silvestro, Associate Professor and Head of Operations Management
Pragmatic Perspectives on the Measurement of Information Systems Service Quality Analysis with LISREL: An Appendix to Pragmatic Perspectives on the Measurement of Information Systems Service Quality William
Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values Mark John Somers ABSTRACT. Codes of ethics are being
Chapter 3 Local Marketing in Practice 3.1 Introduction In this chapter, we examine how local marketing is applied in Dutch supermarkets. We describe the research design in Section 3.1 and present the results
International Journal of Business and Social Science Vol. 3 No. 4 [Special Issue - February 2012] Leader s Interpersonal Skills and Its Effectiveness at different Levels of Management Aamir Khan Dr. Wisal
Employee Health and Well being in the NHS: A Trust Level Analysis Anna Topakas Lul Admasachew Jeremy Dawson Aston Business School, Aston University Contents Executive Summary...2 1. Background...3 2. Methods...4
The Diffusion of E-Learning Innovations in an Australian Secondary College: Strategies and Tactics for Educational Leaders Sam Jebeile Division of Economic and Financial Studies Macquarie University Australia
DOI: 10.7763/IPEDR. 2012. V54. 19 The Online Banking Usage in Indonesia: An Empirical Study Sulistyo Budi Utomo 1 + 1 Indonesia School of Economics (STIESIA) Surabaya Abstract. Many Indonesian banks have
HyeWon Yoo, TaeSung Kim 169 Turnover on Information Security Professionals: Findings from Korea HyeWon Yoo *, TaeSung Kim Department of Management Information Systems College of Business, Chungbuk National
The Journal of Social Psychology, 2008, 148(2), 253 255 Copyright 2008 Heldref Publications Current Problems and Resolutions Under this heading are brief reports of studies that increase our understanding
Journal of Educational Psychology 1990, Vol. 82, No. 1, 60-70 Copyright 1990 by the American Psychological Association, Inc. 0O22-O663/90/SO0.75 Predictors of Math Anxiety and Its Influence on Young Adolescents'
Examining the Relationship of Performance Appraisal System and Employee Satisfaction Abstract Rabia Karimi BBA - HRM Muhamad Imran Malik Lecturer Dr. Saddam Hussain Assistant Professor The current study
D. Todd Donavan, Tom J. Brown, & John C. Mowen Internal Benefits of Service-Worker Customer Orientation: Job Satisfaction, Commitment, and Organizational Citizenship Behaviors Implementation of the marketing
AC 2009-803: ENTERPRISE RESOURCE PLANNING: A STUDY OF USER SATISFACTION WITH REFERENCE TO THE CONSTRUCTION INDUSTRY I. Choudhury, Texas A&M University American Society for Engineering Education, 2009 Page
A Study of the Relationship Between a Successful Enterprise Risk Management System, a Performance Measurement System and the Financial Performance of Thai Listed Companies Kittipat Laisasikorn Thammasat
Factors Influencing Compliance with Occupational Safety and Health in Public Hospitals in Kenya: A Case Study of Thika Level 5 Hospital Jane Wambilianga 1, Dr. Esther Waiganjo 2 M. Sc, Jomo Kenyatta University
EFFECTS OF ENVIRONMENTAL CONDITIONS ON BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE PROGRAMS Dharam S. Rana College of Business Jackson State University E-mail: firstname.lastname@example.org Phone: 601-979-2973
Open Journal of Social Sciences, 2016, 4, 70-76 Published Online June 2016 in SciRes. http://www.scirp.org/journal/jss http://dx.doi.org/10.4236/jss.2016.46008 The Influence of Stressful Life Events of
The Impact of Customer Oriented Boundary Spanning Behaviours on Customer Satisfaction and Service Provider Performance Fiona V. Long, Robyn Ouschan, and B. Ramaseshan Curtin University of Technology Abstract
Journal of Community & Applied Social Psychology J. Community Appl. Soc. Psychol., 13: 314 319 (2003) Published online 8 June 2003 in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/casp.725
Benefits of Empowerment of Sales Personnel: Results of a Pilot Study Miranda J. Smith and John W. Wilkinson, University of South Australia Abstract Empowerment offers major benefits to sales organisations.
Degree Attainment of Undergraduate Student Borrowers in Four-Year Institutions: A Multilevel Analysis By Dai Li Dai Li is a doctoral candidate in the Center for the Study of Higher Education at Pennsylvania
, pp.40-44 http://dx.doi.org/10.14257/astl.2015.114.08 The Effect of Perceived Value on Customer Loyalty in a Low-Priced Cosmetic Brand of South Korea: The Moderating Effect of Gender Ki-Han Chung 1, Ji-Eun
HAS Monograph Series A Model for Combining Personality Assessment and Structured Interviewing To Select and Retain Employees Portions of this monograph were presented at the annual convention of the Society
CONCEPT PAPER on Building A Performance Management Program 20 Community Place Morristown, NJ 07960 973-631-1607 fax 973-631-8020 www.appliedskills.com 1 Our Philosophy of Performance Management At Applied
The Relationship of Paternalistic Leadership and Organizational Citizenship Behavior: The Mediating Effect of Upward Communication Chu Paoching, Assistant professor of Department of Creative Fashion Design