Organisational Service Orientation Influencing Contact Employee and Customer Responses

Abstract

The study confirms direct and positive influence of several organisational service orientation-practices like Service Leadership Practices, Human Resources Management Practices, Service Encounter Practices and Service Systems Practices on customer service quality perception in a retail banking setting, where service quality perception is considered to be one of the most critical factors for performance. Using path analysis, a sample size of 190 frontline employees and 567 customers of four prestigious banks operating in northern most part of India was considered for analyzing and matching their perceptions to examine the causal relationships. The study also reports existence of indirect relationship between organisational service orientation-practices and customer service quality perception mediated through several intermediating variables. These intermediating variables are employee job attitudes like employee service effort, job satisfaction, and commitment. The intermediating variables apart from direct effect on customer evaluation are revealed to have measurable positive role in mediating the causal relationship between organisational service orientation practices and the customer evaluation.

Keywords: Organisational Service Orientation, Employee Responses, Service Quality Perception, Customer Responses

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