Organisational identification and leader member exchange influences on customer orientation and organisational citizenship behaviours

Abstract

This study investigates the potential antecedents of organisational citizenship behaviours (OCBs) in a service setting. Previous studies find that OCBs have a positive effect on customer perceptions of service quality. Given this, the identification of factors that may facilitate OCBs is important from a managerial perspective. Drawing on social exchange theory and social identity theory this study argues that organisational identification will have a positive effect on both forms of OCBS and a customer orientation, and that customer orientation has a positive effect on OCBs. Employees who experience positive exchange relationships with their supervisor will more strongly identify with the organisation and be more customer oriented. The study tests research hypotheses using data collected from front line employees of a major international fast food restaurant. The results provide broad support for the study hypotheses and suggest that the supervisor–employee relationship and employer–employee identification are important factors in improving customer orientation and OCBs of employees.

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