Employee customer orientation in manufacturing organizations: Joint influences of customer proximity and the senior leadership team.

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee customer orientation in context: How the environment moderates the influence of customer orientation on performance outcomes.

This empirical study evaluated the moderating effects of unit customer orientation (CO) climate and climate strength on the relationship between service workers’ level of CO and their performance of customer-oriented behaviors (COBs). In addition, the study examined whether aggregate COB performance influences unit profitability. Building on multisource, multilevel data, the study’s results suggest that the influence of employee CO on employee COB performance is positive when the unit’s CO climate is relatively high and that the constructs are unrelated when unit CO climate is relatively low. In addition, the data reveal that unit COB performance influences unit profitability by enhancing revenues without a concomitant increase in costs. The study’s results underscore the theoretical importance of considering cross-level influencers of employee-level relationships and suggest that managers should focus on creating a climate that is supportive of COBs if their units are to profit from the recruitment, hiring, and retention of customer-oriented employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.

Extant research on high-performance work systems (HPWSs) has primarily examined the effects of HPWSs on establishment or firm-level performance from a management perspective in manufacturing settings. The current study extends this literature by differentiating management and employee perspectives of HPWSs and examining how the two perspectives relate to employee individual performance in the service context. Data collected in three phases from multiple sources involving 292 managers, 830 employees, and 1,772 customers of 91 bank branches revealed significant differences between management and employee perspectives of HPWSs. There were also significant differences in employee perspectives of HPWSs among employees of different employment statuses and among employees of the same status. Further, employee perspective of HPWSs was positively related to individual general service performance through the mediation of employee human capital and perceived organizational support and was positively related to individual knowledge-intensive service performance through the mediation of employee human capital and psychological empowerment. At the same time, management perspective of HPWSs was related to employee human capital and both types of service performance. Finally, a branch's overall knowledge-intensive service performance was positively associated with customer overall satisfaction with the branch's service. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of employee mobility and employee performance on the allocation of rewards under conditions of constraint.

We advanced and tested a multiple-motive model of resource allocation. In this model we identified importance instrumental, social-emotional, and group maintenance goals, and asserted that rational managers will sometimes allocate reduced rewards to employees with constrained mobility. Consistent with predictions, managers allocated greater salary funds to more deserving employees: those with high competence and dedication. However, allocations also differed as a function of employee mobility. This effect was strongest among competent employees, whose membership was most desirable. Furthermore, the tendency to allocate lesser rewards to low-mobility employees was particularly pronounced under conditions of low reward availability and low labor availability. These effects were not mediated by changes in perceptions of the competence of low-mobility employees. These findings are discussed as a form of rational selective exploitation: The rational manager's need to attend to employee mobility, particularly under conditions of reward or labor constraint, may erode equity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating effect of employee hostility on the association of long-term elderly care unit's negative resident characteristics to employee stress and well-being.

This study examined the moderating effect of employee hostility on the association of unit-level resident characteristics (depression and behavioral problems) to individual-level employee's resident-related stress and psychological well-being during 1-year follow-up study among 501 employees in elderly care. Our results showed that employee hostility was associated with decreased psychological well-being. In addition, hostility moderated the association between unit-level proportion of depressive residents and resident-related stress experienced by the individual employees. Hostile employees reported increased resident-related stress irrespective of the proportion of depressed residents in the unit. Instead, nonhostile employees were sensitive to the depression in the unit. They reported low levels of stress when depression levels in the unit were low and increased stress when depression levels were high. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Individual differences and reactions to job characteristics.

Evaluated 3 different methods of measuring individual differences as moderators of employee reactions to job characteristics. The 3 methods are urban vs rural background, strong vs weak belief in the Protestant work ethic, and high vs low strength for "higher order" needs. Each of these 3 methods was used as a moderator of the relationships between job characteristics on the one hand, and specific job facet satisfaction, overall job satisfaction, and job behavior on the other hand. Data were obtained from 80 newly hired female telephone operators. Based on the job satisfaction results, higher order need strength was the most useful way to measure this type of individual difference, followed by the Protestant work ethic, and lastly by urban vs rural background of the worker. There were no differences among the 3 individual differences as moderators of the job characteristics and job behavior relationship. (18 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Voluntary turnover and job performance: Curvilinearity and the moderating influences of salary growth and promotions.

The relationship between job performance and voluntary employee turnover was investigated for 5,143 exempt employees in a single firm. As hypothesized, support was found for E. F. Jackofsky's (see record 1987-09010-001) curvilinear hypothesis, as turnover was higher for low and high performers than it was for average performers. Two potential moderators of the curvilinearity were examined in an attempt to explain conflicting results in the performance-turnover literature. As predicted, low salary growth and high promotions each produced a more pronounced curvilinear performance-turnover relationship. Most notably, salary growth effects on turnover were greatest for high performers, with high salary growth predicting rather low turnover for these employees, whereas low salary growth predicted extremely high turnover. Additionally, once salary growth was controlled, promotions positively predicted turnover, with poor performer turnover most strongly affected. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Distributive justice, procedural justice, and psychological distress: The moderating effect of coworker support and work autonomy.

Recent research has demonstrated that the perception of injustice at work may increase psychological health-related problems. The purpose of this study is to examine the moderating effect of coworker support and work autonomy on the relationships between both distributive and procedural justice and psychological distress. Results, on the basis of responses to questionnaires given to 248 prison employees, show that coworker support moderates the relationships between both forms of justice and psychological distress. Specifically, these relationships are weakened when employees benefit from a high level of coworker support. Furthermore, work autonomy moderates the relationship between procedural justice and psychological distress but not the relationship between distributive justice and psychological distress. Thus, procedural injustice is less likely to increase psychological distress when the level of work autonomy is high. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An investigation of the stress-buffering effects of social support in the occupational stress process as a function of team identification.

This study explored how the social context influences the stress-buffering effects of social support on employee adjustment. It was anticipated that the positive relationship between support from colleagues and employee adjustment would be more marked for those strongly identifying with their work team. Furthermore, as part of a three-way interactive effect, it was predicted that high identification would increase the efficacy of coworker support as a buffer of two role stressors (role overload and role ambiguity). One hundred and 55 employees recruited from first-year psychology courses enrolled at two Australian universities were surveyed. Hierarchical multiple regression analyses revealed that the negative main effect of role ambiguity on job satisfaction was significant for those employees with low levels of team identification, whereas high team identifiers were buffered from the deleterious effect of role ambiguity on job satisfaction. There also was a significant interaction between coworker support and team identification. The positive effect of coworker support on job satisfaction was significant for high team identifiers, whereas coworker support was not a source of satisfaction for those employees with low levels of team identification. A three-way interaction emerged among the focal variables in the prediction of psychological well-being, suggesting that the combined benefits of coworker support and team identification under conditions of high demand may be limited and are more likely to be observed when demands are low. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sources of referral and employee turnover.

Compared 7 methods or sources that are used to obtain new workers in terms of their influence on employee turnover. 4 sources are shown to be predictors of stable employment: (a) the reemployment of former workers who left but now desire to return, (b) the hiring of individuals referred by their high schools, (c) the hiring of individuals referred by present employees, and (d) others (primarily walk-ins). 3 sources associated with high employee turnover are: (a) the utilization of hiring agencies other than the major one under contract with the firm, (b) newspaper advertising, and (c) the use of the major hiring agency. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior.

The authors examined the effects of supervisory guidance (providing instruction to employees) and behavioral integrity (a pattern of word-deed alignment) on employee organizational citizenship behavior (OCB) and deviant behavior. Results revealed a pattern of Supervisory Guidance x Behavioral Integrity interaction effects, such that relationships between guidance and outcome variables were dependent on the level of behavioral integrity exhibited by supervisors. The interactions suggest a positive relationship between supervisory guidance and OCBs when behavioral integrity is high but also a positive relationship between guidance and deviant behavior when behavioral integrity is low. These results were consistent across 2 independent field samples: 1 assessing individual employee perceptions of supervisory behavior and the other assessing aggregate perceptions of supervisory behavior among employees in bank branches. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

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)     

Store manager performance and satisfaction: Effects on store employee performance and satisfaction, store customer satisfaction, and store customer spending growth.

Based on emotional contagion theory and the value–profit chain literatures, the present study posits a number of hypotheses that show how managers in the small store, small number of employees retail context may affect store employees, customers, and potentially store performance. With data from 306 store managers, 1,615 store customer-contact employees, and 57,656 customers of a single retail chain, the authors examined relationships among store manager job satisfaction and job performance, store customer-contact employee job satisfaction and job performance, customer satisfaction with the retailer, and a customer-spending-based store performance metric (customer spending growth over a 2-year period). Via path analysis, several hypothesized direct and interaction relations among these constructs are supported. The results suggest implications for academic researchers and retail managers. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managers' practices related to work–family balance predict employee cardiovascular risk and sleep duration in extended care settings.

An increasing proportion of U.S. workers have family caregiving responsibilities. The purpose of this study was to determine whether employees in extended care settings whose managers are supportive, open, and creative about work–family needs, such as flexibility with work schedules, have lower cardiovascular disease (CVD) risk and longer sleep than their less supported counterparts. From semistructured interviews with managers, we constructed a work–family balance score of manager openness and creativity in dealing with employee work–family needs. Trained interviewers collected survey and physiologic outcome data from 393 employees whose managers had a work–family score. Employee outcomes are sleep duration (actigraphy) and CVD risk assessed by blood cholesterol, high glycosylated hemoglobin/diabetes, blood pressure/hypertension, body-mass index, and tobacco consumption. Employees whose managers were less supportive slept less (29 min/day) and were over twice as likely to have 2 or more CVD risk factors (ORs = 2.1 and 2.03 for low and middle manager work–family scores, respectively) than employees whose managers were most open and creative. Employees who provide direct patient care exhibited particularly elevated CVD risk associated with low manager work–family score. Managers' attitudes and practices may affect employee health, including sleep duration and CVD risk. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Workplace aggression in teenage part-time employees.

Among adult employees, interpersonal injustice and abusive supervision predict aggression toward supervisors at work. The aim of this study was to assess whether similar relationships exist among teenage employees and, further, whether teenagers' reasons for working moderate these relationships. Multiple regression analyses on data from 119 teenage employees showed that financial and personal fulfillment reasons for working moderate the impact of interpersonal injustice and abusive supervision on aggression directed at workplace supervisors. These findings contribute to the understanding of workplace aggression by demonstrating that (a) teenagers engage in this workplace behavior, (b) the predictors are similar to those of adult aggression, and (c) reasons for working play a moderating role among this particular cohort. The possible long-term consequences of teenagers' use of aggression at work are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Racial differences in sensitivity to behavioral integrity: Attitudinal consequences, in-group effects, and "trickle down" among Black and non-Black employees.

Recent research has suggested that employees are highly affected by perceptions of their managers' pattern of word-action consistency, which T. Simons (2002) called behavioral integrity (BI). The authors of the present study suggest that some employee racial groups may be more attentive to BI than others. They tested this notion using data from 1,944 employees working at 107 different hotels and found that Black employees rated their managers as demonstrating lower BI than did non-Black employees. Mediation analyses were consistent with the notion that these differences in perceived BI in turn account for cross-race differences in trust in management, interpersonal justice, commitment, satisfaction, and intent to stay. Results of hierarchical linear modeling were consistent with the idea that middle managers' perceptions of their senior managers' BI "trickle down" to affect line employee perceptions of the middle managers and that this trickle-down effect is stronger for Black employees. The authors interpret these results as indicative of heightened sensitivity to managers' BI on the part of Black employees. They also found a reverse in-group effect, in that Black employees were substantially more critical of Black managers than were non-Black employees. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review of The measured effectiveness of employee publications.

Reviews the book "The measured effectiveness of employee publications" by the Marketing and Social Research Division of the Psychological Corporation (see record 1954-03370-000). The book is a study of readership, penetration, and readability of seven employee publications. In general, the results show the employee publication to be one of the best of available sources of information about the company--better than such sources as the first-line supervisor, the union steward, and meetings. An incredible 97 per cent of the 1,800 in-plant interviews indicate belief in what they read in the company magazine or newspaper. Readership was likewise quite high, namely 90 per cent reported they had read at least one of the two most recent issues and, on the average, 78 per cent reported that they read the publications regularly. Thoroughness of readership, however, was much less. The reviewer has little to criticize with respect to what is actually presented in this report. However, one misses any reference to other relevant studies to which the scholarly business executives could turn for further information if he so desired. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Positive affectivity and negative outcomes: the role of tenure and job satisfaction

In this study, the authors proposed and tested a 3-way interaction among positive affectivity (PA), job satisfaction, and tenure in predicting negative employee outcomes. Specifically, the authors predicted that the relationship between job satisfaction and negative outcomes would be stronger for high PAs and that this relationship would be more pronounced for longer tenured employees. Results support this 3-way interaction in predicting job search behavior, physical health complaints, and counterproductive employee behavior. In particular, the relationship between job satisfaction and negative outcomes was most strongly negative for high-PA individuals with longer tenure. The authors discuss the implications of these results and some directions for future research.     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis.

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived organizational support: Inferior versus superior performance by wary employees.

Retail employees in Study 1 and employees from multiple organizations in Study 2 completed a questionnaire investigating the moderating effect of perceived organizational support (POS) on the relationship of employees' fear of exploitation in exchange relationships (reciprocation wariness) and their in-role and extra-role job performance. When POS was low, reciprocation wariness was negatively related to in-role and extra-role job performance. With high POS, reciprocation wariness was positively related to extra-role performance and either positively related to in-role performance (for retail employees) or showed no reliable relationship with in-role performance (for the multiorganizational sample). In deciding on their work effort, reciprocation-wary employees considered how much the organization values their contributions and cares about their well-being. Implications for employee–employer exchange relationships and workforce cynicism are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)