Frontline employees’ innovative service behavior as key to customer loyalty:insights into FLEs’ resource gain spiral
Frontline employees’ innovative service behavior as key to customer loyalty:insights into FLEs’ resource gain spiral
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一线员工的创新服务行为是客户忠诚度的关键：洞察 FLE 的资源增益螺旋
DOI：
10.1111/jpim.12338
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发表时间：
2017
影响因子：
10.5
通讯作者：
Nicolas
中科院分区：
文献类型：
--
作者：
de Jong;Zacharias;Nicolas
许多服务公司要求一线服务员工 (FLE) 在服务过程中遵循常规和标准化操作程序，以提供始终如一的高服务标准。然而，为了为客户创造卓越、愉快的体验，以有用的服务和新颖的方法来满足他们的需求，各行业的公司也开始鼓励 FLE 从事更具创新性的服务行为。因此，本研究调查了一种超越传统服务利润链、通过 FLE 创新服务行为实现客户忠诚度的新的补充途径。本研究借鉴资源节约 (COR) 理论，引入了服务接触中的资源增益螺旋，从 FLE 的情感工作投入到创新服务行为，然后导致客户满意度，最后导致客户忠诚度。根据 COR 理论，所提出的模型还包括可能阻碍（客户攻击、就业不足）或促进（同事支持、主管支持）FLE 资源螺旋上升的因素。对包含来自多个行业的 FLE 和客户的响应的大规模二元数据集进行的多级分析强烈支持所提议的资源增益螺旋作为客户忠诚度的补充途径。正如假设的那样，积极的情感工作投入与创新服务行为关系受到客户攻击和就业不足的破坏。但令人惊讶的是，与假设相反，同事和主管的支持似乎并没有促进 FLE 的资源螺旋式增长。相反，同事的支持削弱了敬业度与创新服务行为的关系，而主管的支持则不会影响这种关系。这些结果表明，如果 FLE 可以从其他来源获取资源，他们可能不需要投入那么多的个人资源。特别是，在资源增益螺旋中，同事的支持甚至似乎可以替代 FLE 的个人资源投资。
Many service firms require frontline service employees (FLEs) to follow routines and standardized operating procedures during the service encounter, to deliver consistently high service standards. However, to create superior, pleasurable experiences for customers, featuring both helpful services and novel approaches to meeting their needs, firms in various sectors also have begun to encourage FLEs to engage in more innovative service behaviors. This study therefore investigates a new and complementary route to customer loyalty, beyond the conventional service–profit chain, that moves through FLEs' innovative service behavior. Drawing on conservation of resources (COR) theory, this study introduces a resource gain spiral at the service encounter, which runs from FLEs' emotional job engagement to innovative service behavior, and then leads to customer delight and finally customer loyalty. In accordance with COR theory, the proposed model also includes factors that might hinder (customer aggression, underemployment) or foster (colleague support, supervisor support) FLEs' resource gain spiral. A multilevel analysis of a large‐scale, dyadic data set that contains responses from both FLEs and customers in multiple industries strongly supports the proposed resource gain spiral as a complementary route to customer loyalty. The positive emotional job engagement–innovative service behavior relationship is undermined by customer aggression and underemployment, as hypothesized. Surprisingly though, and contrary to the hypotheses, colleague and supervisor support do not seem to foster FLEs' resource gain spiral. Instead, colleague support weakens the engagement–innovative service behavior relationship, and supervisor support does not affect it. These results indicate that if FLEs can solicit resources from other sources, they may not need to invest as many of their individual resources. In particular, colleague support even appears to serve as a substitute for FLEs' individual resource investments in the resource gain spiral.
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