Job Requirements Biodata as a Predictor of Performance in Customer Service Roles

A job requirements approach to biodata item specification, similar to the content-valid job analysis approach developed by Pannone (1984), is used to predict customer service. Applicants rate the extent to which their current and previous jobs involve tasks and behaviours that have been identified through an analysis of the target job. On a sample of 245 employees in an international hotel, the criterion-related validity of job requirements biodata compares favourably with traditional construct-oriented biodata measures of customer service, cognitive ability and personality (Conscientiousness, Agreeableness and Extroversion). The job requirements approach provides a simple, direct and content-valid method of biodata item specification. As the approach can also be tailored for particular jobs or organizations, validity is also potentially optimized.     

Effects of Personality Characteristics on Knowledge,Skill, and Performance in Servicing Retail Customers

This study tested the idea that some personality variables are related to interpersonal aspects of job performance primarily through interpersonal knowledge and skill, just as cognitive ability has been shown to be related to technical aspects of job performance primarily through technical knowledge and skill. We measured personality factors, cognitive ability, customer service knowledge (through a structured interview), customer service skill (through role‐play simulations), and customer service performance (through supervisory ratings) in a sample of 140 retail store associates. As expected, results showed that interpersonally oriented personality characteristics are related to customer service knowledge even when effects of ability, conscientiousness, and experience are taken into account, and that customer service knowledge and skill together carry the indirect effects of personality characteristics, ability, and experience to customer service performance. We also found that conscientiousness moderates the relation between knowledge and performance such that knowledge predicts performance best for people who are highly conscientious.     

Proactive Customer Service Performance: Relationships With Individual,Task, and Leadership Variables

Despite the increasing interest in specific forms of proactive employee behavior in domains such as career development and organizational change, little research has investigated proactive behavior in the realm of customer service. Based on a review of the literatures on proactive behavior, customer service, and job performance, this study investigated relationships between a relevant set of individual and situational predictor variables and proactive customer service performance (i.e., individual service employees' self-started, long-term-oriented, and persistent service behavior that goes beyond explicitly prescribed requirements). Field survey data from 186 supervisor-subordinate dyads working in a large financial services organization demonstrated that proactive service performance, as rated by supervisors, was factorially distinct from prescribed task performance. Multiple regression analysis revealed that proactive service performance was significantly and positively associated with employee ratings of trait personal initiative, affective organizational commitment, task complexity, and participative leadership. The task and leadership variables explained incremental variance in proactive service performance beyond the individual predictors.     

An Examination of the Validity and Incremental Value of Needed‐at‐Entry Ratings for a Customer Service Job

We examined needed‐at‐entry ratings of knowledge, skills, abilities, and other characteristics (KSAOs) provided by job experts (N= 285) during a job analysis for a customer service manager position. To serve as an external referent, a group of industrial and organisational psychologists (N= 31) rated the perceived trainability of each KSAO. Analyses revealed only limited support for the validity of inferences drawn from job experts' needed‐at‐entry ratings. Consistent with our hypotheses, less validity evidence was found for ratings of the more person‐oriented and abstract “AO” attributes than for the more job‐oriented and concrete “KS” attributes. In general, job experts tended to rate attributes as needed‐at‐entry that psychologists thought could be developed on the job. We also found that failing to collect needed‐at‐entry ratings, and relying on only the more common importance‐to‐the‐job ratings, would have resulted in a rather different set of critical KSAOs identified for assessment during the selection process.     

Evaluation of the Indirect Influence of Courteous Service on Customer Discretionary Behavior

This study determined whether courteous service communication may indirectly influence customer discretionary behavior (CDB). CDB was defined as any behavior a customer voluntarily performs, beyond purchasing products or services, which may be helpful or harmful to an organization. Specifically, it was hypothesized that courteous service would influence customer evaluations and mood, which, in turn, would influence CDBs. Observational and survey data were collected in two grocery stores. Structural equation modeling analyses indicated that courteous service had an indirect influence on customer commitment behaviors. Specifically, as cashiers displayed more courtesy, customers provided more positive evaluations of service and were ultimately more likely to recommend the store to friends and shop at the store if other stores are closer. However, courteous service did not predict customer helpfulness. Courtesy also explained relatively little variation overall in outcome variables. Therefore, efforts to improve customer outcomes should extend beyond improving the courtesy of service. Additional research is proposed to further assess the role of communication in customer service encounters.     

Measuring Customer Service Orientation Using a Measure of Interpersonal Skills: A Preliminary Test in a Public Service Organization

Organizations are placing increased emphasis on identifying individuals with customer service orientation. In the present investigation we test whether interpersonal skills, as measured through Holland and Baird's (1968) Interpersonal Competence Scale, provides a narrow, yet valid, measure of customer service orientation. Data were collected from a sample of bus transit operators. Interpersonal skills was positively related to operator self-reported performance, but was not related to supervisor ratings or objective measures of performance. Implications for the study and use of broad versus narrowly defined personality constructs in organizational settings are discussed.     

Counterproductive sustainability behaviors and their relationship to personality traits

This article introduces the concept of ‘counterproductive sustainability behaviors’ (CSB) as a novel expression of counterproductive work behaviors (CWB). It presents a short measure of CSB that applies the construct of counterproductivity to employee behaviors in the environmental sustainability domain. Personality assessments were administered to three independent samples—employed students, experienced employees, and job applicants—to investigate the relationship between personality and CSB (self-reports and other-rated), and to compare results to those obtained in the prediction of traditional CWB.     

Personality and Trust Fosters Service Quality

Purpose

The purpose of this study was to determine the extent to which cognitive and affective trust mediate the service provider personality?Cservice quality relationship, controlling for customer personality.

Design/Methodology/Approach

Hypotheses were tested using a matched sample of 249 customer-service provider dyads.

Results

Service provider service orientation incrementally predicted customer cognitive trust in the service provider above and beyond customer agreeableness, which related significantly to affective and cognitive trust. Analyses further revealed that cognitive trust mediated the service provider service orientation?Cservice quality relationship.

Implications

Hiring service-oriented front-line employees may facilitate customer cognitive trust which in turn relates to service quality. In addition, training front-line employees to identify agreeable customers may facilitate the quick development of trusting relationships.

Originality/Value

This is the first study to simultaneously examine the impact of both the customer and the service provider personalities on customer trust and service quality in long-term relationships. Results demonstrated the role of cognitive trust as a mediator of the relationship between service orientation and service quality.     

Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation

Integrating theories from leadership, emotion management, affectivity, and customer service, this study examines how transformational leadership leads to favourable customer intentions via the mediation of service employees' emotion regulation, job satisfaction, and their service performance and via the moderation of employee negative affectivity. Results obtained from data of 204 matched sets of managers, service employees, and customers show that the effect of transformational leadership on amplification of pleasant emotions was conditioned on service employees' negative affectivity. Employee service performance partially mediated the effect of job satisfaction on customer outcomes. Finally, overall results reveal that transformational leadership and amplification of pleasant emotions were more strongly related to the customer outcomes, as mediated through the intervening variables in the model, when negative affectivity was high than when negative affectivity was low. Results have implications for how service workers with negative affectivity can manage their emotions to achieve effective service outcomes through interactions with a leader, how the effect of transformational leadership can be bounded, and how transformational leadership and emotion regulation are relevant to customer service.     

Measuring Customer Service Orientation: An Examination of the Validity of the Customer Service Profile

The construct of customer service is taking on an ever increasing level of importance in today's global economy. Organizations need a way to identify those individuals who have the demeanor to effectively serve the public. The present study discusses the development and validation of a personality-based instrument which organizations can use to select high-quality service providers. Multiple converging sources of validity are discussed. Specifically, the authors collected validity evidence using customer related (vs. supervisor) ratings, an area relatively neglected in the service literature. Evidence suggests that customer ratings are viable and an important criterion for use in the validation of customer service instruments. Implications of these findings are discussed in terms of both workplace intervention and future research.     

The Impact of Customer Service and Product Value on Customer Loyalty and Purchase Behavior

Based on research and theories on justice, it was predicted that customer service would be as important as, or even more important than perceived product value in determining customer loyalty and purchase behavior. This general hypothesis was tested by surveying 324 respondents who had just patronized several retail outlets. Results indicated that customer service was indeed more important than perceived product value in predicting customer loyalty, the amount of money spent in the visit, and the range of products purchased. In addition, customer service was a significant predictor of all 3 variables, whereas perceived product value was able to predict customer loyalty only. It was also found that for females and respondents with a higher income, customer loyalty was more influenced by customer service.     

When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context

We develop a conceptual model of customer‐focused voice and test it in a hospital setting. Drawing from theory and research on voice, we find that customer orientation and job autonomy are positively associated with customer‐focused voice. In addition, consistent with social information processing theory, these relationships are moderated by service climate, such that a high service climate compensates for the less desirable aspects of employees or their jobs. Finally, we provide evidence for a critical but untested assumption of the voice literature by linking hospital‐level customer‐focused voice to hospital‐level service performance. Results based on data from four unique data sources, provided at varying points in time, and at different levels of analysis demonstrate support for our conceptual model.     

How do cynical employees serve their customers? A multi-method study

In this multi-method study, we investigate how social job demands (i.e., social interruptions) and resources (i.e., colleague support) in the service context influence employee (negative) (re)actions to customers through cynicism towards the job. In addition, we investigate why customers are less satisfied with the provided service when employees endorse a cynical attitude. To test the hypothesized process, we used observer ratings of the employee–customer interactions regarding the number of interruptions and employee negative (re)actions during service encounters, employee self-reports of overall colleague support and daily cynicism, and customer-ratings of service quality. Participants were 48 service employees and 141 customers. Results of multi-level structural equation modelling analyses showed that whereas the number of observed social interruptions during service encounters related positively to cynicism, social support related negatively. Cynical employees exhibited more negative (re)actions towards their customers (e.g., expressed tension, were unfriendly). Consequently, the more negative (re)actions employees showed towards their customers, the less satisfied customers were with the service quality. The study contributes to the literature by explaining what makes service employees cynical about their work, and why cynical employees provide low-quality services.     

Does Psychological Empowerment Mediate the Relationship Between Psychological Climate and Job Satisfaction?

This study tested a model in which empowerment was hypothesised to mediate the relationship between psychological climate and job satisfaction. Individual levels of negative affectivity were controlled for. The sample consisted of 174 customer service employees (59% female and 39% male). Support was found for a model in which empowerment mediated the relationship between climate and job satisfaction, the dimensions of meaning and competence were largely responsible for the mediating effects of empowerment. Theoretical and practical implications of the findings were explored.     

The Influence of Personal Variables on Salesperson Selling Orientation

Customer oriented selling, defined as practicing the marketing concept at the level of the individual salesperson and customer (Saxe and Weitz 1982), is important in selling situations yet has received relatively little attention from marketers. As such, job tenure, gender, organizational commitment, work involvement, and supervisory support are all examined as potential antecedent variables to customer oriented selling. The study, conducted on two different samples of sales personnel, revealed that organizational commitment is significantly related to selling style. However, the significance of the other variables differed among these two groups, suggesting that the antecedents of a customer oriented selling approach may indeed be product/service specific, job specific, or some combination thereof.     

Service priority in department stores: The effects of customer gender and dress

Service priority refers to the condition when one customer is served before another and represents a dimension of customer service that is likely to affect customer satisfaction. Are men more likely to receive service priority than women? To investigate this question, a field experiment was conducted using a 2×3×2 factorial design with sex of the clerk, gender of the department, and customer dress as the main effects. The results indicate that men do receive service priority, and this finding held constant across the variety of conditions studied.     

Interactive Effects of Proactive and Reactive Service Recovery Strategies: The Case of Rapport and Compensation1

Researchers have recently investigated the efficacy of different strategies for recovery from service failure. This paper reports 2 studies that test the effects of a reactive (compensation) and a proactive recovery strategy (establishing prior rapport between service provider and customer). These strategies, plus aspects of the service problem, were manipulated using written scenarios. Consistent with predictions based on justice theory and the service recovery literature, customer evaluations were more favorable following high rapport, high compensation, minor service failures, and nonfinancial losses. Rapport and compensation interacted in a manner consistent with the fair process effect, although this interaction varied with failure severity and the dependent variable studied. The research underscores the importance of relationship building in the management of service failures.     

He Said, She Said: Gender Bias and Customer Satisfaction With Phone-Based Service Encounters

This study investigates the effects of 2 types of gender bias on customer evaluation of phone-based service encounters. Specifically, a field experiment was designed to determine (a) if customers had a stronger preference for dealing with female customer service representatives (CSRs) rather than male CSRs (a congruency bias); and (b) if customers had a preference for dealing with CSRs who were of the opposite gender (an opposite-gender matching bias). Results indicated that customers were equally satisfied with male and female CSRs, but that customers were more satisfied with CSRs of the opposite gender than with CSRs of the same gender.     

Linking Situational Constraints to Customer Satisfaction in a Service Environment

Cet article examine les rapports entre la satisfaction de la clientèle et les contraintes relevant des situations techniques et sociales. A cette fin, une enquête de terrain fut réalisée auprès d'un échantillon de 57 managers et 835 clients d'organisations de service. On a recensé les contraintes sociales et techniques vécues par les managers. La satisfaction des clients a également été mesurée avec plusieurs aspects des services. En général, l'absence de situation contraignante dans les organisations de service était en relation positive avec la satisfaction de la clientèle. Les résultats montrent aussi que la seule contribution des contraintes techniques à la satisfaction des clients était supérieure à celle des contraintes sociales. Nous signalons des implications managériales et des orientations pour les futures recherches portant sur les relations entre les contraintes et la satisfaction des clients.
This paper aims to test the links of social and technical situational constraints to customer satisfaction with services. To this end, a field survey study was conducted using a sample of 57 managers and 835 customers of service organisations. We studied social and technical constraints perceived by managers. Customer satisfaction with several service attributes was also measured. In general, a lack of situational constraints in service organisations was positively associated with customer satisfaction. The results also showed that the unique contribution of technical constraints to customer satisfaction was greater than that of social constraints. We point out managerial implications and future directions for research on constraints–customer satisfaction relationships.     

Having to Wait for Service: Customer Reactions to Delays in Service Delivery

Deux expériences ont évalué les conséquences d’informations portant sur la durée d’attente et d’explications concernant les raisons du délai sur les réactions de clients confrontés à un service remis à plus tard. Dans la première étude, 111 participants ont lu un scénario décrivant une attente dans un cabinet médical. Dans l’autre étude, 87 sujets ont vécu un réel retard dans un laboratoire. Dans les deux cas, les participants ont ensuite fait part de leurs réactions suite au retard et évalué le service. Les résultats montrent que la présentation d’une information innocentant celui qui fournit le service provoque les réactions les plus favorables de la part de la clientèle, tandis que l’absence d’explications entraîne des réactions plus positives qu’une explication mettant en cause le responsable. Donner une estimation de la durée d’attente n’a que des effets limités sur les réactions. Les résultats sont analysés à partir des théories du temps d’attente. Two experiments tested the effects of providing wait duration information and explanations for the reason for a delay on customer reactions to a delayed service delivery. In Study 1, 111 participants read a paper‐and‐pencil scenario about a wait for service at a doctor's office. In Study 2, 87 participants experienced an actual delay at a research facility. In both studies, participants were subsequently surveyed about their service evaluation and reactions to the delay. Results indicate that providing a provider‐not‐at‐fault explanation led to the most positive customer reactions, whereas providing no explanation led to more positive reactions than a provider‐at‐fault explanation. Providing waiting duration estimates had only limited effects on customers’ reactions. Results are discussed from the perspective of wait time theories.