Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Perceived Contact Employee Support and Work Engagement Trigger Service Performance


Affiliations
1 Mewar University, Chitorgarh, India
2 Department of Management Studies, University of Kashmir, India
     

   Subscribe/Renew Journal


Contact employees deliver the promises of the firm, create an image for the firm and sell the firm’s services. Contact employees possess several key characteristics like authenticity, competence and active listening skills. Contact employees who listen actively and are competent create favorable perception of service quality. The present study reveals positive influence of contact employee support on employee work engagement and organizational performance. Also, influence of work engagement on organizational performance would be part of the study as well. Contact employee support include a blend of perceived organizational support, perceived supervisory support and perceived customer support, while as organizational performance include customer satisfaction and service quality perception. Besides, major findings, implications, conclusions and limitations of the study would be dealt with, so as to disseminate vital information for management practioners, academicians, scholars and other stakeholders.

Keywords

Contact Employee Support, Work Engagement, Service Performance, India.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Barney, J.B. (1991). Firm resources and sustained competitive advantage. Journal of management, 1(17): 99-120.
  • Cadwallader, S., Jarvis, C. B., Bitner, M. J., and Ostrom, A. L. (2009).Frontline employee motivation to participate in service innovation implementation. Journal of the Academy of Marketing Science, 38(2), 219239.
  • Cascio, w.f. (2006).Managing human resources: productivity, quality of life, profits. Me Graw-hill Irwin.
  • Eisenberger, R., Huntington, R., Hutchison, S. and Sowa, D. (1986), “Perceived organizational support”, Journal of Applied Psychology, Vol. 71 No. 3, pp. 500‐7.Heffermen, M.M. and flood, p.c. (2000).
  • Hostage, G.M. (1975). “Quality control in a service business”, Harvard business Review, july-Aug.pp.98-106.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724.
  • Koyuncu, M., Burke, R. J., and Filksenbaum. (2006). Work engagement among women managers and professions in a Turkish bank: potential antecedents and consequences. Equal opportunities international, 25, 299310.
  • Maloles, C.M.1997. The determinants of customer retention. Unpublished doctoral dissertation. The University of the City of New York, New York, NY.
  • Markos, S., and Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89.
  • May, D.R., Gilson, R. L., and Harter, l. M. (2004).The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at Work. Journal of Occupational and organizational psychology, 77, 11-37.
  • Mohr, L. and Bitner, M. J (1995), "Process factors in service delivery: What employee effort means to customers, in Svvartz. T. A. Bowen. D. E. and Brown, S, W (Eds), Ad>ances in Sendees marketing and management, Vol 4, JAI Press, Greenwich, CT,pp.91-117.
  • Parasuraman, A., Zeithaml, V.A. and Berry, L.L. (1988), “SERVQUAL: a multiple item scale for measuring consumer perceptions of service quality”, Journal of Retailing, Vol. 64 No. 1, pp. 12‐40.
  • Richardo, R, and wade, D. (2001). Corporate performance management: How to build a better organization through measurement driven strategies alignment. Butter worth Heinemann.
  • Schaufeli, W. B., and Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of organizational Behavior, 25(3), 293-315.
  • Schaufeli, W. B., Salanova, M., González-Romá, V., and Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
  • Schaufeli, W. B., Salanova, M., González-Romá, V., and Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness studies, 3(1), 71-92.
  • Schaufeli, W.B., and Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of organizational Behavior, 25, 293-315
  • Schneider, B.and Bowen, D. E. (1985), “Employee and customer perceptions of service in banks: replication and extension". Journal o f Applied Psychology, Vol.70, pp.423-33.
  • Shore, L. M., and Wayne, S. J. (1993). Commitment and employee behaviour: Comparison of Affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology,78: 774-780
  • Siddiqi, M. A. (2013). Identifying Some Roots of Frontline Employee Attitude in Market Orientation. Acta Universitatis Danubius. OEconomica, 9(6).
  • Singh, J. (1993). Boundary role ambiguity: Facets, determinants, and impacts. The journal of Marketing, 11-31.
  • Stannack, p. (1996).Perspective on employees’ performance. Management research news, 119(4/5) 38-40.
  • Teas, K. (1983), “Supervisory behavior, role stress, and the job satisfaction of industrial salespeople”, Journal of Marketing Research, Vol. 20 February, pp. 84‐91.

Abstract Views: 10

PDF Views: 0




  • Perceived Contact Employee Support and Work Engagement Trigger Service Performance

Abstract Views: 10  |  PDF Views: 0

Authors

Manzoor Ahmad Khanday
Mewar University, Chitorgarh, India
Mushtaq A. Siddiqi
Department of Management Studies, University of Kashmir, India

Abstract


Contact employees deliver the promises of the firm, create an image for the firm and sell the firm’s services. Contact employees possess several key characteristics like authenticity, competence and active listening skills. Contact employees who listen actively and are competent create favorable perception of service quality. The present study reveals positive influence of contact employee support on employee work engagement and organizational performance. Also, influence of work engagement on organizational performance would be part of the study as well. Contact employee support include a blend of perceived organizational support, perceived supervisory support and perceived customer support, while as organizational performance include customer satisfaction and service quality perception. Besides, major findings, implications, conclusions and limitations of the study would be dealt with, so as to disseminate vital information for management practioners, academicians, scholars and other stakeholders.

Keywords


Contact Employee Support, Work Engagement, Service Performance, India.

References