Serving multiple masters: role conflict experienced by service employees

By Beth G. Chung, Benjamin Schneider. 2002

197 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3ba043d2a30d9ee2b33c26487b96a4df6db38cc0

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Antecedents and effects of engaged frontline employees (2011, background): “In this view, the success of hospitality organizations as well as of service organizations in general depends upon the performance of its frontline employees (Chung and Schneider, 2002; Chebat et al., 2003; Hartline et al., 2000; Hartline and Ferrell, 1996; Singh, 2000; Wirtz, 2008).”
Role stressors, service worker job resourcefulness, and job outcomes: An empirical analysis (2006, background): “Hypothesis 7 was tested by regressing intentions to leave on job resourcefulness while controlling for previously established relationships between role ambiguity (Brown and Peterson, 1993), role conflict (Chung and Schneider, 2002), and intentions to leave.”
The Effects of Transformational Leadership and Perceived Creativity on Innovation Behavior in the Hospitality Industry (2015, background): “Coelho et al. (2011) stated that “frontline employees hold an important creative potential” (p. 31). Gong, Huang, and Farh (2009) suggested that such creative potential or responses “may include devising new procedures or processes for carrying out tasks or identifying products or services to better”
Competitive intelligence collection and use by sales and service representatives: how managers’ recognition and autonomy moderate individual performance (2015, background): “On the other hand, since employees involved in primarily a service context “can be characterized as relatively independent” (Chung and Schneider 2002, p. 81), enhancing autonomy may not have much impact.”
Service quality and turnover intentions as perceived by employees (2011, background): “Research dedicated to service employees has often focused on the “service climate” (Chung and Schneider, 2002) by often using intermediate variables such as job satisfaction and organizational commitment when studying employee turnover.”
Breaking rules for the right reasons? An investigation of pro-social rule breaking (2012, background): “A variety of processes, such as psychic numbing (Bok, 1989) and moral disengagement (Bandura, 1999), have been proposed as mechanisms that facilitate ethical fading, allowing well-intentioned rule breaking to evolve into destructive rule breaking with negative consequences for the organization and t”
Empowering leadership and the influence of a humorous work climate on service employees' creativity and innovative behaviour in frontline service jobs (2011, background): “Chung and Schneider (2002) describe this challenge as “serving multiple masters”, an expression that emphasizes the complexity inwhich frontline service employeesworkwhen seeking to serve the customer in the best possible way.”
Reducing Employee Turnover Intention Through Servant Leadership in the Restaurant Context: A Mediation Study of Affective Organizational Commitment (2018, background): “…commitment) play an important role in delivering high quality service and creating long-term relationships with customers in the restaurant industry (Chung & Schneider, 2002; Delcourt, Gremler, Van Riel, & Van Birgelen, 2013; He, Li, & Lai, 2011), servant leadership is a powerful tool to gain…”