Delivering Customer-Oriented Behaviour through Empowerment: An Empirical Test of HRM Assumptions

By R. Peccei, Patrice Rosenthal. 2001

299 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/5d0a6a4134788a5d397a3ffe34c741a9e57ee150

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Employee strain and job satisfaction related to an implementation of quality in a public service organization: A longitudinal study (2003, background): “Furthermore, increases in job satisfaction are expected with increased employee empowerment (Cotton, 1996; see also Peccei & Rosenthal, 2000, 2001).”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “However, our findings emphasise the critical role of psychological empowerment in the enhancement of customer-oriented behaviour, which is also congruent with prior research that found a positive relationship between the two constructs (Peccei and Rosenthal, 2001).”
HR Strategy and competitive advantage in the service sector (2003, background): “After many years of domination by manufacturing studies in HRM and industrial relations (IR), more scholars are beginning to analyse the links between competitive strategy and HR strategy in services (eg Batt, 2000; Keltner et al, 1999; Lashley, 1998; Peccei and Rosenthal, 2001).”
Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, background): “…an example of a challenging extra-role behavior encompassing the expression of constructive suggestions for change in the service delivery process (Bettencourt et al., 2001) and the extent to which individuals engage in the actual implementation of service improvements (Peccei and Rosenthal, 2001).”
The role of competence‐based trust and organizational identification in continuous improvement (2004, background): “1992), more human resource-based or “soft” management methods have also proved to have profound effects on continuous improvement activities among front line employees (Peccei and Rosenthal, 2001).”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “Also, job autonomy has been related to motivation (Hackman and Oldham, 1980) and performance (Peccei and Rosenthal, 2001; Wall et al., 1992).”
An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, background): “…of Management Studies © 2012 Blackwell Publishing Ltd and Society for the Advancement of Management Studies on demand, implying that employee behaviour and problem solving cannot be entirely standardized and controlled through formal rules and procedures (Peccei and Rosenthal, 2001; Swart, 2007).”
Human Resource Management and Corporate Performance in the UK (2003, background): “…some parts of the service sector, such as professional service firms, that ‘intangible’ human resources might be expected to play a key role, while research by Peccei and Rosenthal (2001) highlights an association between human resource practices and positive customer-oriented behaviour in stores.”
Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM (2006, unknown): “Other operational outcomes include, for example, the innovation rhythm, the quality of the product or service obtained, customer satisfaction, lead time, on-time delivery and so on (Peccei and Rosenthal, 2001).”