Perceived managerial sincerity, feedback‐seeking orientation and motivation among front‐line employees of a service organization

Audhesh K. Paswan · Lou E. Pelton · Sheb L. True

54 citations0/0 files storedJournal of Services Marketing

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Motivation

Abstract

Purpose Literature on the services industry's front‐line employees has largely focused on the relationships between service providers and customers. However, there is increasing approbation that managers influence the front‐line employees' motivation, ultimately impacting service quality. This study investigates the relationship between front‐line employees' perceived managerial sincerity, need for feedback, and role motivation. Design/methodology/approach The data were collected at 26 restaurants (from a global fast‐food franchised chain) located in a large US city, using a self‐administered questionnaire, from their front‐line employees. The final sample size was 185 (47.4 percent response). Findings The results suggest a positive association between front‐line employees’ feedback‐seeking orientation and their perceived managerial sincerity. A positive association also exists between front‐line employees' motivation levels and their job satisfaction. Research limitations/implications The focus on a subset of restaurants (from a single franchise system) and the limited scope of states‐of‐mind and behaviors measured are two main limitations. A multitude of other front‐line employee characteristics and factors should be investigated in future studies. Practical implications Results suggest that managers' interpersonal communication techniques enhance front‐line employees' perceptions of managerial sincerity, and increase their motivation and job satisfaction. However, managers need to balance a portfolio of diverse employee traits with relevant managerial styles to achieve desired outcomes. Originality/value The association between perceived managerial sincerity and feedback‐seeking orientation is intuitively appealing and comforting. However, some employees are happy being told what to do without any concern for involvement. Employees with low perceived managerial sincerity are also low on feedback need.

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References

1985A Conceptual Model of Service Quality and Its Implications for Future Research 1996ASSESSING THE WORK ENVIRONMENT FOR CREATIVITY.2017The Motivation to Work 1993Toward a Theory of Organizational Creativity 1977Marketing Research: Methodological Foundations 1991Refinement and reassessment of the SERVQUAL scale.1996EMPLOYEE CREATIVITY: PERSONAL AND CONTEXTUAL FACTORS AT WORK.1994Putting the Service-Profit Chain to Work

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