Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships.

This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Service employees give as they get: Internal service as a moderator of the service climate–service outcomes link.

We lend theoretical insight to the service climate literature by exploring the joint effects of branch service climate and the internal service provided to the branch (the service received from corporate units to support external service delivery) on customer-rated service quality. We hypothesized that service climate is related to service quality most strongly when the internal service quality received is high, providing front-line employees with the capability to deliver what the service climate motivates them to do. We studied 619 employees and 1,973 customers in 36 retail branches of a bank. We aggregated employee perceptions of the internal service quality received from corporate units and the local service climate and external customer perceptions of service quality to the branch level of analysis. Findings were consistent with the hypothesis that high-quality internal service is necessary for branch service climate to yield superior external customer service quality. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange.

The authors proposed and tested a model describing the relationship between customer service providers' perceptions and attitudes toward their service-related duties and their customers' perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors. Perceived support from coworker, was significantly related to service providers' customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers' customer orientation was strongly related to customers' satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Linking service climate and customer perceptions of service quality: Tests of a causal model.

A set of foundation issues that support employee work and service quality is conceptualized as a necessary but not sufficient cause of a climate for service, which in turn is proposed to be reflected in customer experiences. Climate for service rests on the foundation issues, but in addition it requires policies and practices that focus attention directly on service quality. Data were collected at multiple points in time from employees and customers of 134 branches of a bank and analyzed via structural equation modeling. Results indicated that the model in which the foundation issues yielded a climate for service, and climate for service in turn led to customer perceptions of service quality, fit the data well. However, subsequent cross-lagged analyses revealed the presence of a reciprocal effect for climate and customer perceptions. Implications of these results for theory and research are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How does service workers’ behavior affect their health? Service climate as a moderator in the service behavior–health relationships.

To address the question of whether providing high-quality service deteriorates or benefits workers’ health, a contingency model was tested that focused on service climate as a moderator. This interacts with service behavior to affect workers’ perceptions of emotional exhaustion, hence their physical and mental health. Findings of this study with 328 nurses from 66 nursing units indicated that congruent conditions of service climate and behaviors benefited workers’ health, whereas incongruent conditions affected it adversely. The findings are discussed in light of stress, and emotion–work perspectives. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Linking service climate and customer perceptions of service quality: test of a causal model

A set of foundation issues that support employee work and service quality is conceptualized as a necessary but not sufficient cause of a climate for service, which in turn is proposed to be reflected in customer experiences. Climate for service rests on the foundation issues, but in addition it requires policies and practices that focus attention directly on service quality. Data were collected at multiple points in time from employees and customers of 134 branches of a bank and analyzed via structural equation modeling. Results indicated that the model in which the foundation issues yielded a climate for service, and climate for service in turn led to customer perceptions of service quality, fit the data well. However, subsequent cross-lagged analyses revealed the presence of a reciprocal effect for climate and customer perceptions. Implications of these results for theory and research are offered.     

How to measure service orientation.

Developed a personality measure designed to be used in practical selection contexts and examined its construct validity. Three duty categories that involved service orientation were reviewed by supervising nurses and incumbent nursing aides and then used to develop a job analysis task inventory. 17 nursing supervisors and 20 incumbent nursing aides completed this inventory. The Hogan Personality Inventory was used as an item pool. Criterion specification proceeded through 2 steps that involved supervisors' ratings of 101 nursing aides along the 3 duty categories and direct evaluation of service orientation. Concurrent validity studies were conducted with 4 additional samples: 37 senior nursing students (19–32 yrs old), 30 employees of a suburban nursing home, 100 clerical personnel of a large insurance firm, and 56 truck drivers. The pattern of correlations was explored with 169 Naval volunteers (aged 19–25 yrs) who also completed selected psychological inventories. Although findings indicate that this Service Orientation Inventory holds promise for assessing aspects of job performance that are unrelated to technical competence but crucial for maintaining good relations between an organization and its customers, the present authors' primary goal was to provide an example of a construct validity study using a personality measure in an applied context. (18 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationship of education to sex, managerial status, and the managerial stereotype.

Investigated the personality traits of achievement orientation, aggression, dominance, and nurturance, as measured by the Personality Research Form, to analyze sex differences when males and females achieve similar job ranks and educational levels. Ss, matched by organization and department, represented 39 firms and included 66 sets of 4 employees each: a male manager, a female manager, a male nonmanager, and a female nonmanager. Results indicate that education is significantly related to each of the 4 personality traits and interacts with sex for dominance and nurturance. Sex differences for these 2 traits practically disappeared when more educated males and females were compared; the more educated members of both sexes approximated the managerial stereotype. There was no interaction between education and managerial status for any of the personality variables. (18 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Lessons learned about service quality: What it is, how to manage it, and how to become a service quality organization.

Discusses lessons that the authors' experiences in the area of service quality have taught them about how to help a business develop into the kind of company that can deliver quality service to its customers. A theme running through the article is that becoming such a company is a multistage process that involves coordinating changes in many facets of organizational functioning. Furthermore, it is repeatedly emphasized that the design of these facets must be aligned with the market sector the organization wants to target. Lessons 1, 2, and 3 address the implications of service marketing, operations management, and human resources management for delivering quality service. The integration of what has been learned in these 1st 3 lessons is the topic of Lesson 4: creating a climate and a culture for service. Finally, some practical suggestions and guidelines are offered for beginning the process of becoming a service organization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational change in a human service agency.

An organizational change consultation was conducted with a large nonprofit human service organization. The consultation began with negotiations to gain entry to the agency followed by start-up activities at all levels of the organization. Seventy-two individual interviews were conducted. Interviews surfaced issues and concerns related to the climate, management, and operations of the agency and its eight programs. The mirroring (feedback) activity brought attention to the most critical issues in the organization for which action plans were developed and implemented. Employee follow-up survey results indicate favorable ratings for most action items. Lessons learned in the SHARE (pseudonym) consultation are presented for consideration by consultants working in human service and other organization settings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contextualizing emotional exhaustion and positive emotional display: The signaling effects of supervisors’ emotional exhaustion and service climate.

In this study, we investigated how supervisors’ emotional exhaustion and service climate jointly influence the relationship between subordinates’ emotional exhaustion and their display of positive emotions at work. Using data from frontline sales employees and their immediate supervisors in a fashion retailer, we hypothesized and found that under the condition of a less positive service climate, subordinates’ emotional exhaustion was more negatively related to their positive emotional display when supervisors’ emotional exhaustion was higher rather than lower; this interaction effect of subordinates’ and supervisors’ emotional exhaustion was not significant in a more positive service climate. These results suggest that service climate and supervisors’ emotional exhaustion provide emotionally exhausted employees with important information cues about the possible availability of compensatory resources they need to uphold their efforts to display service-focused emotions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.

Despite substantial growth in the service industry and emerging work on turnover consequences, little research examines how unit-level turnover rates affect essential customer-related outcomes. The authors propose an operational disruption framework to explain why voluntary turnover impairs customers’ service quality perceptions. On the basis of a sample of 75 work units and data from 5,631 employee surveys, 59,602 customer surveys, and organizational records, results indicate that unit-level voluntary turnover rates are negatively related to service quality perceptions. The authors also examine potential boundary conditions related to the disruption framework. Of 3 moderators studied (group cohesiveness, group size, and newcomer concentration), results show that turnover’s negative effects on service quality are more pronounced in larger units and in those with a greater concentration of newcomers. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation.

This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.

This study examined the mediating role of service climate in the prediction of employee performance and customer loyalty. Contact employees (N=342) from 114 service units (58 hotel front desks and 56 restaurants) provided information about organizational resources, engagement, and service climate. Furthermore, customers (N=1,140) from these units provided information on employee performance and customer loyalty. Structural equation modeling analyses were consistent with a full mediation model in which organizational resources and work engagement predict service climate, which in turn predicts employee performance and then customer loyalty. Further analyses revealed a potential reciprocal effect between service climate and customer loyalty. Implications of the study are discussed, together with limitations and suggestions for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A passion for service: Using content analysis to explicate service climate themes.

Climate is conceptualized as employee perceptions of one or more strategic imperatives made manifest through workplace routines and rewards. Service was the strategic imperative studied here. Notes from 97 panel interviews with 350 financial service company employees were analyzed for content to explicate the themes panelists use when asked to discuss the service climate of their organization. Quantitative analyses of the 33 coded themes revealed the routines and rewards most strongly related to service passion: responsiveness to consumers, hiring procedures (who and how), training (availability and content), and the way service is delivered. Some themes were also significantly related to a survey measure panelists completed giving their perceptions of customer views of service. Both the substantive findings and the content analysis methodology are discussed, and implications for future climate research are identified. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence.

This article reports on an examination of the relationships between chief executive officer (CEO) personality, transformational and transactional leadership, and multiple strategic outcomes in a sample of 75 CEOs of Major League Baseball organizations over a 100-year period. CEO bright-side personality characteristics (core self-evaluations) were positively related to transformational leadership, whereas dark-side personality characteristics (narcissism) of CEOs were negatively related to contingent reward leadership. In turn, CEO transformational and contingent reward leadership were related to 4 different strategic outcomes, including manager turnover, team winning percentage, fan attendance, and an independent rating of influence. CEO transformational leadership was positively related to ratings of influence, team winning percentage, and fan attendance, whereas contingent reward leadership was negatively related to manager turnover and ratings of influence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Dispositional and structural determinants of volunteerism.

The dispositional and structural correlates of volunteerism were examined in a panel study. AIDS service organization volunteers answered questions about affect toward the organization, organizational commitment, motives for volunteering, and a prosocial personality orientation. These measures were used to predict 4 volunteer-related behaviors. Length of service was weakly correlated with the 3 other volunteer behaviors. Altruistic motives and prosocial personality characteristics predicted several of the volunteer behaviors. Initial levels of volunteer activity and organizational commitment also predicted final levels of volunteer activity, but these effects were mediated through intermediate levels of volunteer activities. The findings are discussed within the context of the volunteer process model and role identity models of volunteerism. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

提高水平连铸结晶器使用寿命的实践

从水平连铸工艺、冷却水水质、锥度、铜套性能及装配质量等方面分析了水平连铸结晶器使用寿命的影响因素,提出了提高水平连铸结晶器使用寿命的有效措施.     

The lean service machine

Jefferson Pilot Financial, a life insurance and annuities firm, like many U.S. service companies at the end of the 1990s was looking for new ways to grow. Its top managers recognized that JPF needed to differentiate itself in the eyes of its customers, the independent life-insurance advisers who sell and service policies. To establish itself as these advisers' preferred partner, it set out to reduce the turnaround time on policy applications, simplify the submission process, and reduce errors. JPF's managers looked to the "lean production" practices that U.S. manufacturers adopted in response to competition from Japanese companies. Lean production is built around the concept of continuous-flow processing--a departure from traditional production systems, in which large batches are processed at each step. JPF appointed a "lean team" to reengineer its New Business unit's operations, beginning with the creation of a "model cell"--a fully functioning microcosm of JPF's entire process. This approach allowed managers to experiment and smooth out the kinks while working toward an optimal design. The team applied lean-manufacturing practices, including placing linked processes near one another, balancing employees' workloads, posting performance results, and measuring performance and productivity from the customer's perspective. Customer-focused metrics helped erode the employees' "My work is all that matters" mind-set. The results were so impressive that JPF is rolling out similar systems across many of its operations. To convince employees of the value of lean production, the lean team introduced a simulation in which teams compete to build the best paper airplane based on invented customer specifications. This game drives home lean production's basic principles, establishing a foundation for deep and far-reaching changes in the production system.     

Organizational climate configurations: Relationships to collective attitudes, customer satisfaction, and financial performance.

Research on organizational climate has tended to focus on independent dimensions of climate rather than studying the total social context as configurations of multiple climate dimensions. The authors examined relationships between configurations of unit-level climate dimensions and organizational outcomes. Three profile characteristics represented climate configurations: (1) elevation, or the mean score across climate dimensions; (2) variability, or the extent to which scores across dimensions vary; and (3) shape, or the pattern of the dimensions. Across 2 studies (1,120 employees in 120 bank branches and 4,317 employees in 86 food distribution stores), results indicated that elevation was related to collective employee attitudes and service perceptions, while shape was related to customer satisfaction and financial performance. With respect to profile variability, results were mixed. The discussion focuses on future directions for taking a configural approach to organizational climate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)