مقاله انگلیسی رایگان در مورد رابطه شکاف کارکنان خط مقدم جهت گیری مشتری

elsevier

 

مشخصات مقاله
عنوان مقاله  Understanding the relationship between frontline employee boreout and customer orientation
ترجمه عنوان مقاله  درک رابطه بین شکاف کارکنان خط مقدم و جهت گیری مشتری
فرمت مقاله  PDF
نوع مقاله  ISI
نوع نگارش مقاله مقاله پژوهشی (Research article)
مقاله بیس این مقاله بیس میباشد
سال انتشار

مقاله سال ۲۰۱۶

تعداد صفحات مقاله  ۱۰ صفحه
رشته های مرتبط  مدیریت
مجله

 مجله تحقیقات بازاریابی – Journal of Business Research

دانشگاه  بخش بازاریابی و مدیریت منابع انسانی، آلمان
کلمات کلیدی  کارمند خط مقدم، رفتار مشتری گرا، خودمختاری کار، مدل های کنترل تقاضای کار
کد محصول  E4347
نشریه  نشریه الزویر
لینک مقاله در سایت مرجع  لینک این مقاله در سایت الزویر (ساینس دایرکت) Sciencedirect – Elsevier
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
دانلود رایگان مقاله دانلود رایگان مقاله انگلیسی
سفارش ترجمه این مقاله سفارش ترجمه این مقاله

 

بخشی از متن مقاله:
۱٫ Introduction

Conventional wisdom indicates that customer-oriented behaviors of frontline employees (FLEs) are important to build new and maintain existing customer relationships (Bettencourt & Brown, 2003; Chakrabarty, Brown, & Widing, 2012; Guenzi, De Luca, & Troilo, 2011) and to increase customer satisfaction (Huang, 2011). Particularly for interpersonal services, which require “close, personal contact between customers and employees” (Meuter, Bitner, Ostrom, & Brown, 2005, p. 61), FLEs are the face of the organization in the eyes of the customer (Homburg, Wieseke, & Hoyer, 2009). FLEs are “service workers who personally interact with customers in retail and service encounters” (Sirianni, Castro-Nelson, Moralse, & Fitzsimons, 2009, p. 966).

However, approximately 20% of FLEs are demoralized by a lack of challenge, and more than 15% even quit their jobs because of it (Skaer, 2006; Uduji, 2009). Practitioners estimate that this problematic state costs the United States over $750 billion a year, which is more than $5000 per employee (Rothlin & Werder, 2008). In parallel, researchers reveal increased service failure owing to a lack of engagement by FLEs (e.g., Harris & Ogbonna, 2002, 2006). Firms’ display rules and scripted communication have reduced the variance in customer interactions, making the service delivery process far less exciting (Batt & Moynihan, 2002; Graban, 2010; Grandey, 2000, 2003; Wilk & Moynihan, 2005), and some researchers note that “many service operations are embracing mass production” (Batt, 1999, p. 540).

Despite the service encounter’s significance, research is surprisingly silent about customer-related consequences of FLEs’ lack of challenges at the service encounter. Research into lack of challenging work indicates that it can lead to undesirable outcomes, including job dissatisfaction, absenteeism, and turnover (Kass, Vadanovich, & Callender, 2001; Melamed, Ben-Avi, Luz, & Green, 1995) as well as reduced work effectiveness (Drory, 1982) and withdrawal (Spector et al., 2006). Most researchers focus on assembly line jobs, but some recent studies suggest that white collar jobs may also be short on challenge (Bruursema, Kessler, & Spector, 2011; Fisher, 1993; Van der Heijden, Schepers, & Nijssen, 2012). In turn, FLEs who suffer from boreout might engage in habitualized behaviors (Van Dyne, Jehn, & Cummings, 2002) and are less innovative (Stock, 2015) rather than seeking the best solution for customers.

ارسال دیدگاه

نشانی ایمیل شما منتشر نخواهد شد.