The Customer Orientation of Service Workers: Personality Trait Effects on Self-and Supervisor Performance Ratings

By J. Mowen. 2002

1,163 citations recorded by the source corpus.

Subfields: Clinical Psychology, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1580f3b9eba903baa0d2355dd665e7ef9a36e928

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In Clinical Psychology

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The good, the bad and the effective: a meta-analytic examination of selling orientation and customer orientation on sales performance (2014, background): “Similarly, Brown et al. (2002) explore CO as a mediator of relationship between personality and performance with both aforementioned studies finding cognitive-motivational mediators of the personality-performance relationship.”
Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: a multilevel approach (2014, neutral): “, need and enjoyment) (Brown et al. 2002) and job satisfaction with a threeitem scale (O’Reilly and Caldwell 1981).”
Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation (2010, background): “In the context of frontline service jobs, CO is a relevant surface-level personality trait and constitutes a critical personal resource (Brown et al., 2002).”
Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees (2014, methodology): “Paths from both agreeability and instability to customer orientation were significant, and the signs of the coefficients were consistent with Brown et al. (2002). Agreeability, overall service experience, and tenure (consistent with Ng and Feldman 2010) were related to job performance.”
Effective communication styles for the customer-oriented service employee: Inducing dedicational behaviors in luxury restaurant patrons (2012, neutral): “…2008; Singh and Sirdeshmukh, 2000), and positive interactions with customer oriented service employees help to create long-term customer relationships (Webster and Sundaram, 2009; Wu and Liang, 2005) and increase economic leverage (Hennig-Thurau, 2004; Bove and Johnson, 2000; Brown et al., 2002).”
When Does (Mis)Fit in Customer Orientation Matter for Frontline Employees’ Job Satisfaction and Performance? (2016, methodology): “, Kelley 1992; Saxe and Weitz 1982), and the psychological perspective, which views CO as a surface trait and work value (Brown et al. 2002; Donavan, Brown, and Mowen 2004; Zablah et al. 2012).”
The Human Dimension (2010, background): “The literature offers a number of instruments or scales for measuring service orientation (Alge et al. 2002, Baydoun, Rose, and Emperado 2001; Brown et al. 2002; Donavan, Brown, and Mowen 2004; Groves 1992; Hogan, Hogan, and Busch 1984; Kim, McCahon, and Miller 2003; Lee-Ross 2000; McBride, Mendoza,”
Perception and attribution of employees' effort and abilities (2007, background): “Whereas some research concentrates primarily on the personality dimension of service orientation, and therefore on an employee’s predisposition to engage in service-oriented behavior (Brown et al., 2002; Cran, 1994; Frei and McDaniel, 1998; Hogan et al., 1984; Hollenbeck and Whitner, 1988), other st”
The Influence of Personality Traits on Sports Fan Identification (2005, positive): “As suggested by the literature (e.g., Mowen, 2000; Mowen & Spears, 1999; Brown et al., 2002) the hierarchical model begins with basic personality traits that combine with a specific context to produce an enduring disposition.”