Service staff attitudes, organizational practices and performance drivers

Beatson, A; Lings, IN; Gudergan, S

Service staff attitudes, organizational practices and performance drivers

Beatson, A Lings, IN Gudergan, S

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Publisher:: EContent Management Pty Ltd
Publication Type:: Journal Article
Citation:: Journal of Management & Organisation, 2008, 14 pp. 168 - 179
Issue Date:: 2008-01

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Field	Value	Language
dc.contributor.author	Beatson, A	en_US
dc.contributor.author	Lings, IN	en_US
dc.contributor.author	Gudergan, S	en_US
dc.date.issued	2008-01	en_US
dc.identifier.citation	Journal of Management & Organisation, 2008, 14 pp. 168 - 179	en_US
dc.identifier.issn	1833-3672	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10072
dc.description.abstract	we provide conceptual and empirical insights elucidating how organisational practices influence service staffattitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies andpractices that strengthen the service-oriented behaviours oftheir employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery ofhigh quality services (enhancing organisational effectiveness) and the maintenance offront-line staff(increasing organisational efficiency). Specifically, service-oriented business strategies in the form oforganisational-level service orientation andpractices in the form of training directly influence the manifest service-oriented behaviours ofstaff. Training also indirectly affects the intention off ront-line staffto leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions offront-line staffto leave the organisation, however only affective commitment had a significant effect.	en_US
dc.publisher	EContent Management Pty Ltd	en_US
dc.relation.ispartof	Journal of Management & Organisation	en_US
dc.relation.isbasedon	10.5172/jmo.837.14.2.168	en_US
dc.title	Service staff attitudes, organizational practices and performance drivers	en_US
dc.type	Journal Article
utslib.citation.volume	14	en_US
utslib.location.activity	ISI:000260908700006	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1303 Specialist Studies in Education	en_US
utslib.for	1505 Marketing	en_US
dc.location.activity	ISI:000260908700006	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.volume	14	en_US

Abstract:

we provide conceptual and empirical insights elucidating how organisational practices influence service staffattitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies andpractices that strengthen the service-oriented behaviours oftheir employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery ofhigh quality services (enhancing organisational effectiveness) and the maintenance offront-line staff(increasing organisational efficiency). Specifically, service-oriented business strategies in the form oforganisational-level service orientation andpractices in the form of training directly influence the manifest service-oriented behaviours ofstaff. Training also indirectly affects the intention off ront-line staffto leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions offront-line staffto leave the organisation, however only affective commitment had a significant effect.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/10072