Fostering employee-customer identification: The impact of relational job design |
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| Affiliation: | 1. School of Management, Xiamen University, PR China;2. University of Lincoln, UK;1. Dedman College of Hospitality Management, Florida State University, Tallahassee, FL, 32306-2541, United States;2. Conrad N. Hilton College of Hotel and Restaurant Management, University of Houston, Houston, TX, United States;3. School of Hotel, Restaurant and Tourism Management, University of South Carolina, Columbia, SC, 29208, United States;1. Conrad N. Hilton College of Hotel & Restaurant Management, University of Houston, 4450 University Dr. #227, Houston, TX, 77204, United States;2. Department of Hotel Management, Cheju Halla University, 28 Halladae-gil, Heungeop-myeon, Wonju-si, Gangwon-do, South Korea;3. Chaplin School of Hospitality & Tourism Management, Florida International University, Biscayne Bay Campus, 3000 Northeast 151 Street, North Miami, LF, 33181, United States;1. Department of Marketing & Tourism Management, College of Business Administration, Capital University of Economics and Business, Beijing, 100070, China;2. Department of Apparel, Events, and Hospitality Management, College of Human Sciences, Iowa State University, Ames, IA, 50010, USA;3. Howard Feiertag Department of Hospitality & Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA, 24061, USA;1. Department of Tourism Management, Dong-A University, South Korea;2. Department of Business, School of Management, Swansea University, Bay Campus, Fabian Way, Swansea, SA1 8EN, United Kingdom |
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| Abstract: | By integrating insights from the literature on relational job design and relational identification, we provide theoretical and empirical account of whether relational job design can foster employee-customer identification (ECID) and subsequently, enhance service performance. This research suggests that relational job characteristics likely foster service employees’ ECID by relating employees to the positive impact they have on customers as well as by leading employees to gain valuable personal resources from customer interactions. Using time-lagged data collected from 255 frontline service employees matched with 92 supervisors in 47 restaurants, we found that job impact on customers positively influenced service performance, and this influence was mediated by ECID. Results also showed that job contact with customers positively influenced service performance, and this influence was partially mediated by ECID. |
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| Keywords: | Relational job design Employee-customer identification Frontline service employee Relational job characteristics Relational identification |
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