Effects of Job Standardization and Job Satisfaction on Service Quality

ABSTRACT This study develops and tests a model which examines the effects of job standardization and job satisfaction on service quality by using Turkish frontline employees in multiple service industries in Northern Cyprus as its setting. Study results show that job standardization and job satisfaction exert significant positive effects on service quality. Empirical evidence also suggests that job standardization has a significant positive impact on job satisfaction. Implications of the results for service managers and avenues for further research are discussed in the study.

[1]  Emin Babakus,et al.  Customer Complaints and Organizational Responses: A Study of Hotel Guests in Northern Cyprus , 2004 .

[2]  Osman M. Karatepe,et al.  The effect of management commitment to service quality on employees’ affective and performance outcomes , 2003 .

[3]  Osman M. Karatepe,et al.  Measuring Service Quality in the Hotel Industry: Evidences from Northern Cyprus , 2002 .

[4]  Huseyin Arasli,et al.  Diagnosing whether northern Cyprus hotels are ready for TQM: An empirical analysis , 2002 .

[5]  Jaebeom Suh,et al.  The effect of work climate on critical employee and customer outcomes , 2001 .

[6]  Eldon Y. Li,et al.  Quality management initiatives in the banking industry: A meta analysis of Hong Kong and the UK , 2001 .

[7]  Hsieh Ym,et al.  Enhancement of Service Quality with Job Standardisation , 2001 .

[8]  Susan Y. McGorry.  Measurement in a cross‐cultural environment: survey translation issues , 2000 .

[9]  Raymond T. Sparrowe,et al.  An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. , 2000, The Journal of applied psychology.

[10]  James G. Maxham,et al.  Corridors of Influence in the Dissemination of Customer-Oriented Strategy to Customer Contact Service Employees , 2000 .

[11]  Christo Boshoff,et al.  The influence of selected antecedents on frontline staff’s perceptions of service recovery performance , 2000 .

[12]  William H. Glick,et al.  Common Methods Bias: Does Common Methods Variance Really Bias Results? , 1998 .

[13]  Stephen S. Tax,et al.  Recovering and Learning from Service Failure , 1998 .

[14]  Nancy Drozdow,et al.  Tools for Strategy Development in Family Firms , 1997 .

[15]  Greg L. Stewart,et al.  The satisfaction and retention of frontline employees , 1996 .

[16]  J. E. Swan,et al.  SERVQUAL revisited: a critical review of service quality , 1996 .

[17]  Christo Boshoff,et al.  Quality perceptions in the financial services sector , 1996 .

[18]  O. Ferrell,et al.  The Management of Customer-Contact Service Employees: An Empirical Investigation , 1996 .

[19]  Daniel C. Feldman,et al.  The Dimensions, Antecedents, and Consequences of Emotional Labor , 1996 .

[20]  F. Buttle.  SERVQUAL: review, critique, research agenda , 1996 .

[21]  M. Schmit,et al.  EMPLOYEE ATTITUDES AND CUSTOMER SATISFACTION: MAKING THEORETICAL AND EMPIRICAL CONNECTIONS , 1995 .

[22]  Susan M. Keaveney,et al.  Customer Switching Behavior in Service Industries: An Exploratory Study , 1995 .

[23]  Susan M. Keaveney,et al.  Customer Switching Behavior in Service Industries , 1995 .

[24]  P. Kotler,et al.  Marketing for Hospitality and Tourism , 1995 .

[25]  Mary Jo Bitner,et al.  Critical Service Encounters: The Employee's Viewpoint , 1994 .

[26]  A. Parasuraman,et al.  Reassessment of expectations as a comparison standard in measuring service quality: Implications , 1994 .

[27]  Gilbert A. Churchill,et al.  Improving the measurement of service quality , 1993 .

[28]  A. Parasuraman,et al.  More on improving service quality measurement , 1993 .

[29]  Scott W. Kelley,et al.  Discretion and the Service Employee , 1993 .

[30]  Steven P. Brown,et al.  ANTECEDENTS AND CONSEQUENCES OF SALESPERSON JOB SATISFACTION: META ANALYSIS AND ASSESSMENT OF CAUSAL EFFECTS , 1993 .

[31]  Quality management: A ten-point model , 1992 .

[32]  David A. Collier,et al.  Service, please: The Malcolm Baldrige National Quality Award , 1992 .

[33]  E. Lawler,et al.  The empowerment of service workers: what, why, how, and when. , 1992, Sloan management review.

[34]  Leonard A. Schlesinger,et al.  Breaking the Cycle of Failure in Services , 1991 .

[35]  A. Parasuraman,et al.  Refinement and reassessment of the SERVQUAL scale. , 1991 .

[36]  Leonard L. Berry,et al.  Five imperatives for improving service quality , 1991 .

[37]  Mary Jo Bitner,et al.  The Service Encounter: Diagnosing Favorable and Unfavorable Incidents: , 1990 .

[38]  Karl G. Jöreskog,et al.  Lisrel 8: User's Reference Guide , 1997 .

[39]  James C. Anderson,et al.  STRUCTURAL EQUATION MODELING IN PRACTICE: A REVIEW AND RECOMMENDED TWO-STEP APPROACH , 1988 .

[40]  A. Parasuraman,et al.  Communication and Control Processes in the Delivery of Service Quality , 1988 .

[41]  A. Khaleque,et al.  Perceived Importance of Job Facets and Overall Job Satisfaction of Industrial Workers , 1987 .

[42]  Ananthanarayanan Parasuraman,et al.  CUSTOMER‐ORIENTED CORPORATE CULTURES ARE CRUCIAL TO SERVICES MARKETING SUCCESS , 1987 .

[43]  Gilbert A. Churchill,et al.  The Determinants of Salesperson Performance: A Meta-Analysis , 1985 .

[44]  John A. Czepiel,et al.  A role theory perspective on dyadic interactions: The service encounter. , 1985 .

[45]  John A. Czepiel,et al.  The Service encounter : managing employee/customer interaction in service businesses , 1985 .

[46]  Barton A. Weitz,et al.  The SOCO Scale: A measure of the customer orientation of salespeople. , 1982 .

[47]  C. Fornell,et al.  Evaluating structural equation models with unobservable variables and measurement error. , 1981 .

[48]  B. Schneider.  The service organization: Climate is crucial , 1980 .

[49]  B. Schneider.  Employee and Customer Perceptions of Service in Banks. , 1980 .

[50]  Gilbert A. Churchill,et al.  Measuring the Job Satisfaction of Industrial Salesmen , 1974 .

[51]  Linda K. Stroh,et al.  Organizational behavior. , 1970, Physical therapy.