管理者服務質量承諾對員工行為和顧客服務質量感知的影響

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管理者服務質量承諾對員工行為和顧客服務質量感知的影響

 

Author: 張洪濤
Zhang, Hongtao
Title: 管理者服務質量承諾對員工行為和顧客服務質量感知的影響
Guan li zhe fu wu zhi liang cheng nuo dui yuan gong xing wei he gu ke fu wu zhi liang gan zhi de ying xiang
The influence of management commitment to service quality on employee behavior and customer perceived service quality
Degree: D.Mgt.
Year: 2008
Subject: Hong Kong Polytechnic University -- Dissertations.
Customer relations -- Management.
Consumer satisfaction.
Department: Graduate School of Business
Pages: xx, 242 leaves : ill. charts ; 30 cm.
Language: Chinese
InnoPac Record: http://library.polyu.edu.hk/record=b2291709
URI: http://theses.lib.polyu.edu.hk/handle/200/5195
Abstract: Since the 1980s, service quality has drawn much attention of researchers and practitioners interested in service management and marketing, and it has become a fundamental issue in the service research field. However, most studies addressed the issue from the point of view of either management or marketing, and studies integrating both service quality management and marketing seemed to be insufficient. The rapid development of the service businesses resulted in fierce competition among service enterprises, and providing quality services to customers is an important way to acquire and enhance competitive competence and the key to retain long-term competitive advantages. Many managerial activities motivate employees' behaviors and responses in ways that improve service quality (Chebat, Bobin & Kollias, 2002). Management commitment to service quality plays a very important role in improving service quality and satisfying the customers' requirements (Natalisa & Subroto, 2003). According to Jenkins (1992), the lack of commitment from top management is the main reason of service quality failure. The employees' perception of management commitment to service quality influences their job attitudes and service-related behaviors (Ensher, Grant-Vallone & Gupta, 1998). Employees satisfied with management commitment to service quality have better service performance by delivering the company's service promise, creating a good image, and providing better services than the competitors (Bitner, Booms & Tetreault, 1990; Schneider & Brown, 1985; Malhotra & Mukherjee, 2004). The contact between employees and customers determines service quality; hence, employees' attitudes and behaviors can influence customers' perceived service quality (Schneider & Bowen, 1985). Based on the literature review, the following research objectives were included in this study. (1) Investigating how management commitment to service quality influences customers' perceived service quality. (2) Exploring the mediating roles of employees' perceived management commitment to service quality, job satisfaction and organizational citizenship behaviors between management commitment and customer perceived service quality. (3) Based on empirical data from managers, employees, and customers, validating the hirachical causal model of management commitment to service quality-employee attitudes and behaviors-customers' perceived service quality. Using a research instrument developed based on the literature review and focus group interviews, a pilot test was conducted using managers, employees, and customers of Chinaunicom's Tianjing operation. Cronbach's reliability analysis and exploratory and confirmatory factor analyses confirmed the reliability and validity of the measurements with SPSS 11.5 and LISREL 8.70. The main survey was then conducted with the revised instrument to survey managers, employees and customers of Chinaunicom in Zhejiang and Liaoning provinces. The three groups of survey respondents were matched, with 52 manager respoondents who were the supervisors of the 149 employee respondents who provided services to the 451 customer respondents. Exploratory and confirmatory factor analyses and the measurement models were tested using LISREL; and the strudcture model and hypotheses were tested with PLS. Results indicated both acceptable model fits and measurement properties. The findings indicated that management commitment to service quality comprised management service quality commitment attitudes and commitment behaviors. The former consisted of the importance attached to service quality by management, trust in employee, and training; and the latter consisted of employee empowerment, service behavior-based employee evaluation, and reward for service performance. Management service quality commitment influenced customers' perceived service quality through employee perceived management commitment to service quality, job satisfaction, and organizational citizenship behaviors. Management service quality commitment attitudes had positive effects on employee perception and negative effects on job satisfaction. Management service quality commitment behaviors had positive effects on both employee perceived attitudes and behaviors as well as job satisfaction. In turn, job satisfaction influenced organizational citizenship behaviors, but had no direct effect on service quality. Organizational citizenship behaviors had positive effects on service quality. Therefore, to increase customers' perceived service quality, managers should increase employee perceived management commitment to service quality, job satisfaction and organizational citizenship behaviors. Implications for the management of service quality, customer-contact service employees, and directions for further research were discussed.

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