感知价值、满意度与继续使用意向—基于3G用户的实证研究

本文考察感知价值、满意度对继续使用意向的作用机理。基于相关理论与实证研究,我们首先提出3G用户继续使用意向概念模型与研究假设,然后通过实证研究对假设进行检验。研究结果表明感知价值和满意度决定继续使用意向。满意度是继续使用意向最强的预测因子。感知有用性和感知使用成本既直接作用于继续使用意向,也通过满意度间接作用于继续使用意向。感知易用性和感知形象提升直接作用于继续使用意向,而不需要通过满意度的中介作用。     

员工资质过高感知对其创新行为和工作满意度的影响机制

采用问卷调查法,以330名企业员工为调查对象,使用层次回归分析探讨了员工资质过高感知对其创新行为和工作满意度的影响机制。结果表明:(1)员工资质过高感知对其创新行为和工作满意意度具有显著的负向预测作用;(2)心理契约违背在资质过高感知对员工工作满意度的影响过程中起完全中介作用,在资质过高感知对员工创新行为的影响过程中部分中介作用;(3)心理授权在员工资质过高感知通过心理契约违背影响员工工作满意度的过程中起调节作用。     

客户支持对一线服务员工服务绩效的影响——基于自我验证理论的视角

基于自我验证理论, 文章探讨了客户支持能否通过组织自尊的中介作用促进员工服务绩效(角色内服务绩效和主动服务客户行为), 以及员工促进定向和内控的调节作用。针对3时间点的调查得到652名员工和139名主管的配对数据进行分析, 结果显示：(1)客户支持会显著正向影响员工组织自尊, 进而显著影响他们的角色内服务绩效和主动服务客户行为; (2)员工促进定向正向调节客户支持对员工组织自尊的影响; (3)员工内控负向调节客户支持对员工组织自尊的影响。研究结果拓展了员工服务绩效的机制研究, 为组织提升员工服务绩效提供了新的思路。     

人力资源管理强度对民营企业员工忠诚度的影响

人力资源管理强度对民营企业的员工忠诚度有重要意义。本文通过假设与分析,研究了人力资源管理强度对于民营企业员工忠诚度的影响。结果表明：人力资源管理强度对于民营企业员工忠诚度有显著正向影响;员工参与管理在人力资源管理强度和员工忠诚度之间起到了部分中介作用。     

基于PLS-SEM的高校创业教育学生满意度模型研究

在高等教育学生满意度模型基础上,构建了高校创业教育学生满意度模型,利用天津市两所创业教育典型高校2052名已参与创业教育项目学生的问卷调查结果,采用PLS-SEM方法进行了实证分析,结果显示：学生期望、质量感知、价值感知对学生满意度均有直接且正向的影响,学生满意度对学生忠诚有直接且正向的影响;学校形象对于高校创业教育学生满意度没有直接影响,而是通过学生期望产生间接影响;学生满意度直接正向影响学生忠诚。学生满意度主要源自两方面：一是学生期望和质量感知产生的直接效用,二是学生期望通过影响质量感知和价值感知而产生的间接效用。根据研究结论,对提高高校创业教育质量提出了建议。     

生涯适应力和员工离职意向的关系：职业生涯成功的作用

为了探讨生涯适应力对员工离职意向的作用机制,通过分析193名企业员工的问卷,采用Bootstrap法进行中介和调节分析,并采用Johnson-Neyman 法对职业满意度的调节效应进行量化分析。结果表明：（1）生涯适应力通过感知到的组织内职业竞争力负向作用离职意向,通过感知到的组织外职业竞争力正向作用离职意向;（2）职业满意度（主观生涯适应力）调节生涯适应力对离职意向的直接和间接影响。当职业满意度达到中等及以上水平时,生涯适应力的增大会直接减少离职意向,但间接的通过感知到的组织外职业竞争力增加离职意向。因此,提高员工的生涯适应力和职业满意度只能在一定程度上减少离职意向。     

心理契约破裂、工作满意度与建言行为-神经质的调节作用

摘要：通过对551名企业员工问卷调查,研究心理契约破裂、工作满意度与建言行为的关系,并探讨人格特征的神经质维度在以上关系中的调节作用。结果发现：（1）心理契约破裂感知与建言行为显著负相关。（2）工作满意度在心理契约破裂感知与建言行为关系中起部分中介作用;（3）神经质显著调节了心理契约破裂通过工作满意度影响建言行为这一路径。     

管理者可信行为对员工建设性建言的影响研究

从个体、领导和同事角度出发,采用2个时间点员工-主管配对问卷调查法对299名企业员工进行调查,探讨了管理者可信行为对员工建设性建言的影响机制。结果发现：（1）管理者可信行为对员工建设性建言有正向影响;（2）员工-领导价值一致性和员工感知凝聚力在管理者可信行为与员工建设性建言关系间起双中介作用;（3）同事消极约束显著负向调节管理者可信行为与员工感知凝聚力间的关系,即当同事消极约束水平越低,管理者可信行为对员工感知凝聚力的正向影响越高;（4）同事消极约束在管理者可信行为与员工-领导价值一致性间的负向调节作用不显著。     

员工的核心自我评价与多维生活满意度的关系：感知社会支持的中介作用

本研究以245名企业员工为被试,从感知到的不同来源社会支持的角度探索了核心自我评价对员工生活满意度不同领域的作用机制。结果表明：（1）核心自我评价对家庭、朋友、工作和自我满意度均有显著的正向预测作用。（2）家庭支持在核心自我评价与家庭满意度之间起完全中介作用,在核心自我评价与自我满意度之间起部分中介作用;朋友支持在核心自我评价与朋友满意度之间起完全中介作用。研究表明,核心自我评价能直接预测生活满意度中的非关系型领域,能通过各类社会支持分别间接预测生活满意度中的各类关系型满意度。     

“激将法”会激发还是打击员工?感知能力不被领导信任的“双刃剑”效应

感知能力不被领导信任是信任研究的重要内容。已有研究普遍认为感知不被领导信任会对员工的自我产生不利影响。相反, 传统领导方式“激将法”则认为领导的不信任可以刺激员工展现更好的自我。为了解释上述矛盾, 本研究基于自我评价理论和心理逆反理论, 采用实验研究和多源多时间点问卷调查研究方法, 探讨了感知能力不被领导信任对员工自我的“双刃剑”效应及边界条件。研究结果表明, 当员工感知领导能力较强时, 感知能力不被领导信任会通过降低员工的工作效能感削弱员工的工作努力和绩效表现; 当员工感知领导能力较弱时, 感知能力不被领导信任会通过增强员工证明自我能力动机提升员工的工作努力和绩效表现。     

Do it right this time: the role of employee service recovery performance in customer-perceived justice and customer loyalty after service failures

Integrating justice and customer service literatures, this research examines the role of customer service employees' behaviors of handling customer complaints, or service recovery performance (SRP), in conveying a just image of service organizations and achieving desirable customer outcomes. Results from a field study and a laboratory study demonstrate that the dimensions of SRP--making an apology, problem solving, being courteous, and prompt handling--positively influenced customer satisfaction and then customer repurchase intent through the mediation of customer-perceived justice. In addition, service failure severity and repeated failures reduced the positive impact of some dimensions of SRP on customer satisfaction, and customer-perceived justice again mediated these moderated effects.     

Examining the Mechanisms Linking Transformational Leadership,Employee Customer Orientation,and Service Performance: The Mediating Roles of Perceived Supervisor and Coworker Support

Purpose  

The aim of this study is to test whether store-level transformational leadership influences service employees’ customer orientation via two different mechanisms—supervisor support and coworker support—and whether customer orientation leads to favorable customer-perceived employee service performance.     

Want a tip? Service performance as a function of emotion regulation and extraversion

Surface acting and deep acting with customers are strategies for service performance, but evidence for their effectiveness is limited and mixed. We propose that deep acting is an effective strategy for most employees, whereas surface acting's effect on performance effectiveness depends on employee extraversion. In Study 1, restaurant servers who tended to use deep acting exceeded their customers' expectations and had greater financial gains (i.e., tips) regardless of extraversion, whereas surface acting improved tips only for extraverts, not for introverts. In Study 2, a call center simulation, deep acting improved emotional performance and increased the likelihood of extrarole service behavior beyond the direct and interactive effects of extraversion and other Big Five traits. In contrast, surface acting reduced emotional performance for introverts and not extraverts, but only during the extrarole interaction. We discuss implications for incorporating traits into emotional labor research and practice.     

Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange

The authors proposed and tested a model describing the relationship between customer service providers' perceptions and attitudes toward their service-related duties and their customers' perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors. Perceived support from coworkers was significantly related to service providers' customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers' customer orientation was strongly related to customers' satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone.     

顾客攻击行为的概念、影响因素及应对策略

顾客攻击是由当时或之前接受组织服务的顾客实施的, 针对该组织员工所进行的一系列不可接受的敌意行为, 如恐吓、威胁、攻击, 并且这些敌意行为会对该组织员工的工作业绩产生消极影响。顾客攻击是工作场所攻击行为在服务业的集中体现; 本文从个体因素和情景因素两个角度分析了顾客攻击的风险因素, 从心理/情感反应、人身伤害、与工作相关的消极结果三个角度探讨了顾客攻击的消极影响; 相应的顾客攻击的应对策略包括个体应对策略和组织应对策略; 最后对当前顾客攻击行为研究的开展进行了有针对性的评价与展望。     

服务提供者交际活动与顾客忠诚的关系

对Koermer的"服务提供者交际活动量表"(Service Provider Sociality Scale)修订以形成适合中国文化背景的服务提供者交际活动量表,根据顾客忠诚的研究编制了顾客忠诚量表,顾客忠诚包括对服务提供者的个人忠诚及与服务提供者所在组织的组织忠诚。先后对684名被试进行调查,探索性因素分析和验证性因素分析结果表明,服务提供者交际活动有三个因素构成——礼节性交际活动、社会性交际活动、私密性交际活动。回归分析表明,社会性交际活动是顾客忠诚的最重要预测变量。     

Consumer Racial Discrimination in Tipping: A Replication and Extension

This study examined the effects of server race, customer race, and their interaction on restaurant tips while statistically controlling for customers' perceptions of service quality and other variables. The findings indicate that consumers of both races discriminated against Black service providers by tipping them less than White service providers. Furthermore, this server race effect on tipping was moderated by perceived service quality and dining party size. The theoretical and practical implications of these findings are discussed. Particularly noteworthy is the possibility that the server race effect on tipping represents an adverse impact against Black servers that makes the use of tipping to compensate employees a violation of employment discrimination law in the United States.     

When customers exhibit verbal aggression, employees pay cognitive costs

In 4 experimental studies, we show that customer verbal aggression impaired the cognitive performance of the targets of this aggression. In Study 1, customers' verbal aggression reduced recall of customers' requests. Study 2 extended these findings by showing that customer verbal aggression impaired recognition memory and working memory among employees of a cellular communication provider. In Study 3, the ability to take another's perspective attenuated the negative effects of customer verbal aggression on participants' cognitive performance. Study 4 linked customer verbal aggression to quality of task performance, showing a particularly negative influence of aggressive requests delivered by high-status customers. Together, these studies suggest that the effects of even minor aggression from customers can strongly affect the immediate cognitive performance of customer service employees and reduce their task performance. The implications for research on aggression and for the practice of customer service are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Customer Service Orientation in Managerial and Non-Managerial Employees: An Exploratory Study

The customer service orientation of managerial and non-managerial employees from a large financial services organization were compared using the Customer Service Skills Inventory (CSSI). The results indicated that, in comparison to non-managerial employees, managers scored significantly higher on Pressure Tolerance, Independent Judgment, and Responsiveness, and significantly lower on Realistic Orientation.     

LINKING EMPLOYEE PERCEPTIONS OF SERVICE CLIMATE TO CUSTOMER SATISFACTION

Although a common theme in the service quality literature is that organizations must create and maintain a climate for service in order for employees to effectively deliver service, few studies exist that evaluate climate for service components against a criterion of customer satisfaction. The effectiveness of different aspects of a climate for service is evaluated by determining the relationships between service climate components and facets of customer satisfaction, as rated by 538 employees and 7,944 customers across 57 branches of a large bank. All service climate components were significantly related to at least one facet of customer satisfaction (e.g., teller service). Seeking and sharing information about customers' needs and expectations, training in delivering quality service, and rewarding and recognizing excellent service were the practices that were most highly related to satisfaction with service quality.