What makes contact employees perform? Reactions to employee perceptions of managerial practices
What makes contact employees perform? Reactions to employee perceptions of managerial practices
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是什么让接触型员工表现出色？
DOI：
10.1108/02652320210451223
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发表时间：
2002
影响因子：
5.3
通讯作者：
P. Kollias
中科院分区：
文献类型：
--
作者：
J. Chébat;Barry J. Babin;P. Kollias
哪种类型的管理控制使银行接触员工更有可能对其客户实施所谓的亲社会行为（即有助于银行正面形象、良好服务和客户满意度的行为）？这里考虑四种类型的正式控制：培训、行为控制、薪酬管理和管理导向。在一家特许银行的六个分行进行的一项实证研究表明，薪酬管理对服务员工的亲社会行为影响最大。培训也会显着影响亲社会行为，但不如感知的薪酬公平那么强烈。此外，研究表明，薪酬是这些员工感知工作场所公平性的主要因素。
Which type of managerial control makes bank contact employees more likely to perform so called prosocial behavior toward their customers (i.e. behaviors which contribute to the bank’s positive image, perceived good service and customers’ satisfaction)? Four types of formal controls are considered here: training, behavioral control, pay administration and managerial orientation. An empirical study performed in six branches of a charter bank shows that pay management has the strongest effect on service employee prosocial behavior. Training also affects prosocial behavior significantly, but not as strongly as does perceived pay fairness. In addition it is shown that pay is the primary contributor to these employees’ perceived workplace fairness.