The effect of management commitment to service quality on employees’ affective and performance outcomes

By Emin Babakus, Ugur Yavas, Osman M. Karatepe, Turgay Avcı. 2003

653 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6601a19f552718ec8d45f9e75ccce42abbad8293

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Empowering leadership and the influence of a humorous work climate on service employees' creativity and innovative behaviour in frontline service jobs (2011, background): “Empowerment has in the literature been emphasized as an essential factor related to service excellence ( Babakus et al. , 2003”
The Effect of Management Commitment To Service On Employee Service Behaviors: the Mediating Role of Job Satisfaction (2009, background): “management commitment to service (Babakus et al., 2003; Bowen & Lawler, 1995). In addition, organizational support is often considered as one of the initiatives showing management commitment to service excellence. Therefore, this study operationalizes management commitment to service using organizat”
Servant leadership, organisational trust, and bank employee outcomes (2019, methodology): “ILW, creative performance, and service recovery performance have been reported among the most important outcomes in frontline service jobs (cf. Babakus et al., 2003; Bouzari & Karatepe, 2017; Engen & Magnusson, 2015; Wirtz & Jerger, 2016).”
The Effects of Coworker and Perceived Organizational Support on Hotel Employee Outcomes (2012, background): “In frontline service jobs, job resources such as training, empowerment, and rewards are among the indicators of management commitment to service quality (Babakus et al., 2003).”
Service climate and organizational commitment: The importance of customer linkages (2006, background): “1) is an expression of Bagozzi's (1992) attitudes-intentions-behavior framework that has been applied to explain both customer (Gotlieb et al., 1994) and service employee behavioral intentions (Babakus et al., 2003; Schmit and Allscheid, 1995).”
The Effects of Job Demands, Job Resources and Intrinsic Motivation on Emotional Exhaustion and Turnover Intentions: A Study in the Turkish Hotel Industry (2008, neutral): “Past research suggests that age, education, tenure and gender may impact the key constructs in our study and may confound the relationships depicted in Figure 1 (eg, Babakus, Yavas, Karatepe, & Avci, 2003 ; Cordes & Dougherty, 1993 ; Ito & Brotheridge, 2005 ; Reynolds & Tabacchi, 1993 ).”
Service quality and turnover intentions as perceived by employees (2011, background): “As mentioned, empowerment is an important factor related to service excellence ( Babakus et al. , 2003”
Using training and development to affect job satisfaction within franchising (2007, background): “Firms that provide training send a strong signal to employees regarding management's commitment to customer service ( Babakus et al. , 2003”
Outcomes of customer verbal aggression among hotel employees (2009, background): “Service recovery performance is conceptualized as “frontline service employees' perceptions of their own abilities and actions to resolve a service failure to the satisfaction of the customer” ( Babakus et al. , 2003”