How Organizational Standards and Coworker Support Improve Restaurant Service

A model examining the relationship between restaurant employees\u27 reactions to their work environment and their jobs as service providers and guest satisfaction was tested among twenty-five restaurants from a casual dining restaurant chain. In the model, the relationship between guest service employees\u27 work-related perceptions and attitudes are connected to guests\u27 reported satisfaction. Results show that employees\u27 perceptions of the presence of organizational standards for service delivery were strongly related to their perceptions of receiving adequate support from coworkers and supervisors to perform their jobs. Employees\u27 perceived support from coworkers was significantly related to service providers\u27 guest orientation (commitment to their guests), while perceived support from supervisors proved to be a weak influence on guest orientation. Ultimately, service providers\u27 guest orientation was strongly related to guests\u27 satisfaction with their service experience in the restaurant

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 coworkers 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

Customer Service Behavior and Attitudes among Hotel Managers: A Look at Perceived Support Functions, Standards for Service, and Service Process Outcomes

A model of customer service behavior and outcomes was proposed and tested among managerial-supervisory personnel (N = 250) from 11 hotel properties within six large national and international hotel companies. Confirmatory factor analyses yielded a reliable approach to examine elements of customer service and outcomes in a service-based setting. Specifically, organizational support was represented by two independent dimensions of coworker support and supervisory support. A dimension of standards for service was presented and validated as a central mediating factor in the perception of service processes, along with customer (guest) orientation, job satisfaction, organizational commitment, and turnover intentions as outcome measures in a path model of customer service behavior

Customer Service Employees’ Behavioral Intentions and Attitudes: An Examination of Construct Validity and a Path Model

Customer service employees (N = 386) from a variety of service-based organizations (e.g., hotels, restaurants, and retail stores) were sampled in a cross-sectional design to assess the construct validity and predictive utility of measures of: (a) perceptions of organizational support, (b) organizational commitment, (c) job satisfaction, (d) intent to quit, and (e) life satisfaction and to assess the appropriateness of use and the impact of these scales within a service-based context. The construct validity of the measures was assessed through the application of confirmatory factor analysis, while the predictive character of the proposed path models was assessed using path analysis. Results indicated that the measures of job satisfaction, intent to quit, and life satisfaction demonstrated acceptable construct validity within the service context sampled, while the measures of organizational support and commitment received mixed support due to problems with measurement error and item specification. The analyses of the path models revealed that: (a) perceived organizational support strongly and significantly influenced job satisfaction and organizational commitment, (b) job satisfaction had a unidirectional impact upon life satisfaction, (c) despite a strong correlation, job satisfaction displayed a limited predictive impact on organizational commitment, and (d) intent to quit was influenced by both job satisfaction and organizational commitment

Resilient employees are creative employees, when the workplace forces them to be

With a basis in conservation of resources theory, this article considers the connection between employees' resilience and disruptive creative behaviour-conceptualized herein as the extent to which they generate radically new ideas for organizational improvement-as well as how this connection might be invigorated by resource-draining work conditions that stem from excessive workloads and unfavourable decision-making processes. Data collected through a survey administered to employees in an organization that operates in the distribution sector reveal that employees' resilience levels spur their disruptive creative behaviour, and this process is more prominent among employees who believe they have insufficient time to complete their work tasks (i.e., suffer from high work overload) and operate in organizational climates marked by high rigidity or dysfunctional politics. The findings accordingly inform organizational practitioners that the allocation of employees' personal resource bases to disruptive creative behaviours might be particularly useful among employees who face substantial adversity in their organizational functioning.info:eu-repo/semantics/acceptedVersio

COVIDiSTRESS Global Survey dataset on psychological and behavioural consequences of the COVID-19 outbreak

This N = 173,426 social science dataset was collected through the collaborative COVIDiSTRESS Global Survey – an open science effort to improve understanding of the human experiences of the 2020 COVID-19 pandemic between 30th March and 30th May, 2020. The dataset allows a cross-cultural study of psychological and behavioural responses to the Coronavirus pandemic and associated government measures like cancellation of public functions and stay at home orders implemented in many countries. The dataset contains demographic background variables as well as measures of Asian Disease Problem, perceived stress (PSS-10), availability of social provisions (SPS-10), trust in various authorities, trust in governmental measures to contain the virus (OECD trust), personality traits (BFF-15), information behaviours, agreement with the level of government intervention, and compliance with preventive measures, along with a rich pool of exploratory variables and written experiences. A global consortium from 39 countries and regions worked together to build and translate a survey with variables of shared interests, and recruited participants in 47 languages and dialects. Raw plus cleaned data and dynamic visualizations are available