Vishwakarma Business Review

Abstract

The past three decades have seen an explosion in terms of the variety of service organisations as well as delivery mechanisms. Through all of this, frontline employees have been a constant and critical factor in the quality of service delivery. Although all service quality measures allude to the role of employees indirectly, specification of measures of employee performance in the context of service quality remains a neglected area. Since quality is a strategic aspect, within the control of an organization, there is an urgent need for this. The present study has firstly, identified and investigated the influence of employee performance dimensions on customer perceived service quality. Secondly, the study has investigated the differential impact of employee performance dimensions on customer perceived service quality. Finally, the study has investigated the differential impact, if any, of employee performance dimensions on customer perceived service quality across different service categories.

The study has adopted a mixed-methods research approach using a two-phase sequential, crosssectional research design. In the first phase (Phase I) an exploratory study was conducted using qualitative methods to identify the dimensions of employee performance that influence customer perceived service quality. Eight dimensions of employee performance were identified: Empathetic Response, Absence of Manipulative and Unethical Behaviour, Expertise and Competence, Response to Service Failure, Not Withholding Service, Response to Customer's Mistakes, Going Beyond the Call of Duty and Listening Behaviour. In the succeeding phase, the researcher investigated the causal relationship between employee performance and customer perceived service quality and also the extent to which service industry characteristics influence this causal relationship.

The study offers insights and conclusions that have both theoretical as well as practical implications. The study endeavours to make existing models of service quality more robust as it clarifies dimensions of employee performance in the context of service quality, encompassing four different service categories. The conceptualization and measurement of employee performance dimensions in behaviour-based rather than outcome based parameters has significance for HR practice.

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