• Asia Marketing Journal
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• v.17 no.2
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• pp.73-96
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• 2015

This paper investigates how servicescape perception influences customer experience quality in hedonic service settings. In addition to the direct effect of servicescape quality on customer experience quality, the indirect effects of servicescape quality on customer experience quality via employee-to-customer interaction quality and peer-to-peer interaction quality are also investigated. We collected data through a self-administered survey. The proposed relationships were tested using structural equation modeling. The results show that servicescape quality influences customer experience quality both directly and indirectly through employee-to-customer interaction quality and peer-to-peer interaction quality, and customer experience quality influences customer loyalty. Additionally, we find that the indirect path via peer-to-peer interaction quality is significant only in a low-satisfaction customer group. The indirect effect of servicescape quality perception through peer-to-peer interaction quality is significant only in low-satisfaction customer groups. Therefore, if evaluations for this indirect effect fall below an acceptable level, it should be addressed first before improving on other attributes. However, after this point, further improvements offer few if any gains; therefore, service firms should allocate their resources to quality improvements to other factors. This study is the first to investigate the indirect effects of servicescape quality on customer experience quality via peer-to-peer interaction quality in hedonic service settings. Additionally, this study demonstrates that the significance of this indirect effect applies only to a low-satisfaction customer group.

• Journal of Korean Society for Quality Management
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• v.50 no.4
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• pp.777-792
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• 2022

Purpose: This paper investigates the effects of leader feedback on employee creative problem-solving behavior. It also explores the relevant conditions that maximize the above relationship from the psychological trait and task nature perspectives. Specifically we examine how employee feedback acceptance and task complexity moderate the relationship between leader's feedback behavior on follower creative problem-solving behavior. Finally the three-way interaction among leader's feedback behavior, employee feedback acceptance and task complexity is analyzed for the best conditions to maximize the positive effect of leader's feedback on creative problem solving behavior. Methods: This paper used a cross-sectional design with questionnaires administered to 411 employees working in Korean manufacturing and service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among leader's feedback behavior, follower feedback acceptance and task complexity on follower creative problem-solving behavior. Results: The empirical results of the paper indicated that the leader feedback behavior had enhanced employee creative problem-solving behavior. It was also found that follower feedback acceptance and task complexity positively moderated the relationship between leader's feedback and follower problem solving behavior. In addition, the test of three-way interaction effects also revealed that the higher the levels of both employee feedback acceptance and task complexity, the greater the positive effect of leader feedback behavior on employee creative problem solving behavior. Conclusion: This paper contributes to the leadership and creativity literatures by identifying the role of leader's behavior enhancing employee creative problem-solving behavior and the specific conditions strengthening the positive effect of leader feedback behavior on employee creative problem-solving behavior.

• Journal of Distribution Science
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• v.18 no.8
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• pp.35-45
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• 2020

Purpose: Do close linkages among employees during service encounters always enhance customer satisfaction? Drawing on literature in social psychology, this research argues that under certain circumstances close linkages among employees undermine customer satisfaction. More specifically, this research explores a service failure context and shows that higher task interaction among employees during service encounters leads to higher perceived firm entitativity, resulting in an individual employee's service failure being detrimental to customer satisfaction with the firm. Data and research methodology: A series of experiments using scenarios across different service contexts was used in order to test hypotheses. Data was collected via Amazon Mechanical Turk and the models were tested using Hayes PROCESS. Results: The results show that interactions among employees during service result in 1) lower satisfaction with the firm and 2) lower revisit intentions in the future when there is a service failure by an individual employee. Following the main effects analysis, mediation analysis shows that the effect of employee interaction on customer satisfaction with the firm and revisit intention is mediated by perceived firm entitativity. Implications: By examining contexts where employee interaction may be detrimental to firms, this research provides novel insights on how to manage communications among service employees.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.2
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• pp.111-130
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• 2001

This study aims to examine the difference between market orientation, organizational service orientation, performances (employee satisfactions and business performances) across the type of hotel grade, and investigate the effect on performances of market orientation, organizational service orientation, and interaction of these two factors. For these purposes the authors developed 13 research proposals. The data for this research which were collected from Korean hotel firms’ managers and employees were analyzed with one-way ANOVA, regression analysis. The findings can be summarized as follows. First, five-star hotels display higher levels of market orientation, organizational service orientation, performance (employee satisfaction, business performance) than four-star and three-star hotels. Second, market orientation, organizational service orientation, and interaction of these two variables have significant effects on performances(employee satisfaction, business performance).

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.1
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• pp.23-34
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• 2022

Purpose - Once individuals in an organization don't comprehend with each other's culture and their interaction context differ, there is a bigger danger of poor communication in the organizations. Therefore, people must have a sufficiently comparable interpretation of data, communicative acts and the office itself. For this reason, the purpose of this study is to investigate the relationship between organizational culture and employee communication. Research design, Data, and methodology - The present researcher used categorization matrix development to review data for content. Additionally, the present researcher coded the data to correspond with the identified categories. The role of the categorization matrix is to ensure that the categories hardly represent the concepts and thus validating the findings of the study. Result - The findings from prior resources shows that the role of organizational culture on employee communication satisfaction is a pertinent issue that must be addressed and analyzed to help organizations make the desired profits and productivity. This study provides five solutions between organizational culture and employee communication satisfaction. Conclusion - This study concludes that every employee performs well where they think they are being appreciated and their efforts are rewarded. On the other hand, different organizations have instilled different organizational cultures to ensure they promote the level of satisfaction of their employees in order to yield them an improved employee performance and overall organizational performance.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.4
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• pp.165-183
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• 2009

In a service process, the customer typically experiences two types of interactions; one is interaction with the physical ambiance (servicescape) and the other is with employees who may be responsible for the service process quality. The literature in general supports that process quality is a critical determinant for overall service quality and customer satisfaction. In this paper, we primarily examine how the servicescape intervenes the association between process quality and employee/customer satisfaction. The proposed models are tested. using the data collected from the major golf courses in Korea. The results suggest that improving process quality and servicescape have a positive influence on employee/customer satisfaction directly and/or indirectly, but the effect of servicescape may be stronger in the case of golf course businesses. Servicescape also contributes to improving process quality by enhancing employee satisfaction. These results collectively indicate that management emphasis on improving service quality without renovating physical surroundings may results in unsatisfactory outcome.

• The Journal of the Korea Contents Association
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• v.9 no.3
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• pp.288-295
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• 2009

This study empirically analyzed how the organizational fairness perceived by revenue officers affect the empowerment and employee efforts. The result of the analysis revealed that as for job fairness, distribution fairness and interaction fairness, with the exception of process fairness, have significant influence on the empowerment while the empowerment, in turn, has significant influence on the employee efforts. This finding confirms that a high level of organizational fairness perceived by revenue officers in their job processes results in a high level of empowerment, which then produces heightened employee efforts, eventually contributing to the efficiency of revenue officers' job performance and the improvement of satisfaction with service quality. Therefore, it is necessary that administrators of revenue offices allow their subordinates to develop their potentials by empowering the employees and delegating authority.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.313-322
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• 2021

This study aims to analyze the influence of religiosity, spiritual leadership, and work-life balance and its impact on innovative behavior through the mediating effect of employee engagement on the state-owned sharia bank of Central Java Province. The total sample of this study is 226 respondents taken from state-owned sharia bank in 6 Regencies/Cities in the former Karisedenan of Central Java. Samples are taken using a cross-sectional approach. The sampling technique is using the division of regions based on clusters (cities) and is carried out using a purposive sampling method. The results indicate that the indirect influence of all independent variables on innovative behavior through the mediating effect of employee engagement is found to be significant. This study views employee engagement from the perspective of religiosity-based social exchange theory so that religious values in the interaction relationship can be fairly applied and respected by the employees of the state-owned sharia bank. Managers can socialize the importance of spirit behavior to employees so that it can be their everyday attitude and becomes their guide for work. Leaders can become role models in straightening intentions while working as well as conditioning the conscience to always think positively at work by strengthening work engagement in sharia banking institutions.

• Asia Marketing Journal
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• v.9 no.3
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• pp.75-115
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• 2007

This study investigated the effect of service provider's recovery effort and pre-failure customer-employee rapport on post-recovery consumer response such as satisfaction, purchase intention, and positive Word-of-Mouth communication. First, this study explored the interaction effect of recovery effort and customer-employee rapport on post-recovery consumer response. The result shows when the level of pre-failure customer-employee rapport is high, customer's positive responses decreased slightly even though they perceived low recovery effort. However, when the level of pre-failure customer-employee rapport is low, customer's responses were decreased considerably in case of low recovery effort. Second, this study examined 'service recovery paradox' which is post-recovery consumer's satisfaction is greater than the case of no service failure. The result shows recovery paradox was not supported in all samples regardless of the level of recovery effort and customer-employee rapport. Synthetically, customer-employee rapport took a buffering role in customer response after service failure although it's not the same as error-free state.

• Journal of Labour Economics
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• v.23 no.1
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• pp.81-101
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• 2000

This paper tests the economic effects of employee participation programs. We suggest framework that emphasizes the mutual gains through the interaction of employee participation programs with complementary practices-employment security, training, rational wage systems, information sharing and empowerment-. In regression analysis, we find positive effects on the productivity. And also we test significant differences of participation level and complementary level between win-win group(high productivity and low turnover) and lose-lose group(low productivity and high turnover) through the t-test and discriminant analysis. This facts suggest that employee participation programs contribute to mutual gains.