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This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.
Youngsam Cho; Yongduk Choi. When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication. Sustainability 2021, 13, 3693 .
AMA StyleYoungsam Cho, Yongduk Choi. When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication. Sustainability. 2021; 13 (7):3693.
Chicago/Turabian StyleYoungsam Cho; Yongduk Choi. 2021. "When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication." Sustainability 13, no. 7: 3693.
This study compared the relationship between leadership style and affective organizational commitment (AOC) for Korean and U.S. employees, based on path-goal leadership theory and culturally endorsed implicit leadership theory. The results showed that the positive relationship between transformational leadership and AOC was stronger for U.S. employees than their Korean counterparts, whereas transactional leadership was positively related to AOC only for Korean employees. Also, we tested Bass’s (Leadership and performance beyond expectations, Free Press, New York, 1985) augmentation effect and House’s (Leadersh Q 7(3):323–352, 1996) negative moderating effect of the two leadership styles. Interestingly, our results differed from theirs in this cross-national context. The findings provide important theoretical and managerial implications.
Youngsam Cho; Mannsoo Shin; Tejinder K. Billing; Rabi S. Bhagat. Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts. Asian Business & Management 2019, 18, 187 -210.
AMA StyleYoungsam Cho, Mannsoo Shin, Tejinder K. Billing, Rabi S. Bhagat. Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts. Asian Business & Management. 2019; 18 (3):187-210.
Chicago/Turabian StyleYoungsam Cho; Mannsoo Shin; Tejinder K. Billing; Rabi S. Bhagat. 2019. "Transformational leadership, transactional leadership, and affective organizational commitment: a closer look at their relationships in two distinct national contexts." Asian Business & Management 18, no. 3: 187-210.