Introducing employee social identification to customer satisfaction research

Abstract

Purpose The purpose of this paper is to address the concept of linkage research and propose the addition of social identity theory as an important consideration in managing employee‐customer interactions and customer satisfaction. Design/methodology/approach Following the creation of a conceptual model, this study used an employee questionnaire based on the incorporation of service climate (SERV*OR) and employee identification factors. A total of 314 individual surveys were collected from four hotels in Australia. Hierarchical regression analysis was conducted to determine the effects that demographic factors, service climate and different levels of employee identification would have on predictions of customer satisfaction. Findings Service climate factors most closely linked to customer‐centric organizational practices were the significant predictors of customer satisfaction perceptions, as was employee identification at the superordinate (company) level. Practical implications The framework proposed and the findings of this study provided management with useful information about the important role of service climate and the way in which managers can capitalize on employee identification to enhance organizational practices, which can flow on to customer outcomes. Originality/value There is limited previous literature that attempts to incorporate social identity theory as a valuable dimension in the management of employee‐customer interaction.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 65 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.