The effect of management commitment to service quality on job embeddedness and performance outcomes
The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the...
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Vilnius Gediminas Technical University
2012-09-01
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doaj-5a151dcce9f04e53a5e8aa8c7bdab08f2021-07-02T09:11:37ZengVilnius Gediminas Technical UniversityJournal of Business Economics and Management1611-16992029-44332012-09-0113410.3846/16111699.2011.620159The effect of management commitment to service quality on job embeddedness and performance outcomesOsman M. Karatepe0Georgiana Karadas1Faculty of Tourism, Eastern Mediterranean University, Gazimagusa, TRNC, via Mersin 10, TurkeyFaculty of Tourism, Eastern Mediterranean University, Gazimagusa, TRNC, via Mersin 10, Turkey The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the three important indicators of management commitment to service quality. Data were obtained from a sample of fulltime frontline hotel employees with a time lag of one week in Romania. The results reveal that training, empowerment, and rewards are positively related to job embeddedness. As hypothesized, empowerment, rewards, and job embeddedness enhance service recovery performance, while training and empowerment increase extra-role customer service. The results further demonstrate that job embeddedness acts as a partial mediator of the effects of empowerment and rewards on service recovery performance. Implications of the results are discussed and future research directions are offered. https://journals.vgtu.lt/index.php/JBEM/article/view/4412commitment to service qualityextra-role customer servicejob embeddednessRomaniaservice recovery performance |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Osman M. Karatepe Georgiana Karadas |
spellingShingle |
Osman M. Karatepe Georgiana Karadas The effect of management commitment to service quality on job embeddedness and performance outcomes Journal of Business Economics and Management commitment to service quality extra-role customer service job embeddedness Romania service recovery performance |
author_facet |
Osman M. Karatepe Georgiana Karadas |
author_sort |
Osman M. Karatepe |
title |
The effect of management commitment to service quality on job embeddedness and performance outcomes |
title_short |
The effect of management commitment to service quality on job embeddedness and performance outcomes |
title_full |
The effect of management commitment to service quality on job embeddedness and performance outcomes |
title_fullStr |
The effect of management commitment to service quality on job embeddedness and performance outcomes |
title_full_unstemmed |
The effect of management commitment to service quality on job embeddedness and performance outcomes |
title_sort |
effect of management commitment to service quality on job embeddedness and performance outcomes |
publisher |
Vilnius Gediminas Technical University |
series |
Journal of Business Economics and Management |
issn |
1611-1699 2029-4433 |
publishDate |
2012-09-01 |
description |
The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the three important indicators of management commitment to service quality. Data were obtained from a sample of fulltime frontline hotel employees with a time lag of one week in Romania. The results reveal that training, empowerment, and rewards are positively related to job embeddedness. As hypothesized, empowerment, rewards, and job embeddedness enhance service recovery performance, while training and empowerment increase extra-role customer service. The results further demonstrate that job embeddedness acts as a partial mediator of the effects of empowerment and rewards on service recovery performance. Implications of the results are discussed and future research directions are offered.
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topic |
commitment to service quality extra-role customer service job embeddedness Romania service recovery performance |
url |
https://journals.vgtu.lt/index.php/JBEM/article/view/4412 |
work_keys_str_mv |
AT osmanmkaratepe theeffectofmanagementcommitmenttoservicequalityonjobembeddednessandperformanceoutcomes AT georgianakaradas theeffectofmanagementcommitmenttoservicequalityonjobembeddednessandperformanceoutcomes AT osmanmkaratepe effectofmanagementcommitmenttoservicequalityonjobembeddednessandperformanceoutcomes AT georgianakaradas effectofmanagementcommitmenttoservicequalityonjobembeddednessandperformanceoutcomes |
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1721333399656857600 |