The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints
The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints
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DOI：
10.1177/1094670514555510
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发表时间：
2015-05
影响因子：
12.4
通讯作者：
G. Walsh;Zhiyong Yang;David Dose;P. Hille
中科院分区：
文献类型：
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作者：
G. Walsh;Zhiyong Yang;David Dose;P. Hille
服务业员工的投诉举报意愿是企业长期增长的重要决定因素。尽管它的重要性，我们知道很少的因素，驱动或阻碍员工的WRC。借鉴工作需求-资源（JDR）模型，我们提出工作资源（主管支持和员工授权）和工作需求（感知客户不友好和工作量）作为WRC的前因。我们还研究了组织承诺和顾客导向的中介作用，以及国家的调节作用，在JDR变量对WRC的影响。通过对德国和中国服务业员工的调查，我们发现，主管支持和工作量对WRC有正向影响，而员工授权和客户不友好对WRC有负向影响。因此，与工作资源有助于员工实现工作目标而工作需求抑制员工实现工作目标的流行假设相反，我们发现工作资源有助于员工实现工作目标，而工作需求抑制员工实现工作目标。（主管支持）和要求（工作量）对工作责任感有促进作用，而其他工作资源（员工授权）和要求（顾客不友好）对工作责任感有抑制作用。组织承诺和顾客导向在除授权外的所有JDR变量对WRC的影响中起中介作用。此外，主管支持对德国服务员工的正向影响大于中国服务员工，而授权和顾客不友好对德国服务员工的负向影响大于中国服务员工。服务经理可以通过管理工作资源、工作需求以及服务公司和服务客户界面来影响WRC。此外，来自个人主义国家（德国）的员工比来自集体主义国家（中国）的员工对JDR环境更敏感。因此，管理工作资源和需求可能会在个人主义国家比集体主义国家以增强WRC的形式获得更多的好处。
Service employees’ willingness to report complaints (WRC) is an important determinant of firms’ long-term growth. Despite its importance, we know little about the factors that drive or hinder employees’ WRC. Drawing on the job demands-resources (JDR) model, we propose job resources (supervisor support and employee empowerment) and job demands (perceived customer unfriendliness and workload) as antecedents of WRC. We also examine the mediational role of organizational commitment and customer orientation, and the moderating role of country, in the effect of JDR variables on WRC. Using data from German and Chinese service employees, we show that supervisor support and workload positively affect WRC, whereas employee empowerment and customer unfriendliness negatively affect it. Thus, contradictory to the prevailing assumption that job resources help employees achieve work goals and that job demands inhibit their achievement, we show job resources (supervisor support) and demands (workload) can enhance WRC, whereas other job resources (employee empowerment) and demands (customer unfriendliness) have inhibiting effects. Organizational commitment and customer orientation mediate the impact of all JDR variables on WRC except empowerment. Furthermore, supervisor support has a more positive, while empowerment and customer unfriendliness have a more negative effect for German than for Chinese service employees. Service managers may influence WRC by managing job resources, job demands, and employee-company and employee-customer interfaces. Besides, employees from individualistic countries (Germany) are more sensitive to the JDR environment than those from collectivistic countries (China). Thus, managing job resources and demands may reap more benefits in the form of enhanced WRC in individualistic than in collectivistic countries.