When Do Customer Contact Employees Satisfy Customers?

By Andrew Sergeant, S. Frenkel. 2000

254 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7be682b08eb0fd3ad96c9a69c7c692cb232f90cb

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Effects of attitudes vs experience of workplace fun on employee behaviors: Focused on Generation Y in the hospitality industry (2013, background): “services (e.g. Bitner et al., 1990; Sergeant and Frenkel, 2000).”
Intellectual Capital and Business Performance: What Structural Relationships Do They Have in Upper‐Upscale Hotels? (2012, background): “Accordingly, an employee’s level of customer orientation is considered important leverage for the service firm’s economic success (Sergeant and Frenkel, 2000).”
Effect of customer orientation and entrepreneurial orientation on innovativeness: Evidence from the hotel industry in Switzerland (2010, background): “Thus, the employee’s level of customer orientation is considered an important leverage for the service firm’s economic success (Hennig-Thurau, 2004; Sergeant & Frenkel, 2000), and customer contact personnel have a major influence on the formation of expectations, managing and controlling customer…”
Does Role Clarity Explain Employee-Perceived Service Quality? A Study of Antecedents and Consequences in Call Centres (2006, unknown): “Teamwork and co-worker co-operation help clarify roles since peer-based learning is considered quite effective in such work settings (Sergeant and Frenkel, 2000).”
Linking rewards to commitment: an empirical investigation of four UK call centres (2007, background): “Team support is found to influence job attitudes (Katzenbach and Smith, 1993 ; Sergeant and Frenkel, 2000 ), especially the organizational commitment of employees (Mottaz, 1988 ).”
Service quality and turnover intentions as perceived by employees (2011, background): “Yet, several past studies have used employee’s perceptions of service delivery (cf. Boshoff and Mels, 1995; Jaworksi and Kohli, 1991; Schneider et al., 1980; Sergeant and Frenkel, 2000; Singh, 2000; Ulrich et al., 1991).”
Internal market orientation and its influence on organisational performance (2009, background): “In this respect, we could highlight the numerous empirical studies that show the positive influence exerted by managerial or organisational support (Acker, 2004; Babakus et al., 1996; Babin and Boles, 1996; Bell et al., 2004; Brown and Peterson, 1993; Sergeant and Frenkel, 2000; Teas, 1981; Yoon et ”
Revisiting the smiling service worker and customer satisfaction (2008, background): “Indeed, it has been shown that such internal relationships are affecting not only job satisfaction but also employees’ capacity to satisfy customers (Sergeant and Frenkel, 2000).”
The influence of leader empowering behaviors and employee psychological empowerment on customer satisfaction (2014, background): “…the importance of employee empowerment at the frontline level in the hospitality industry where prompt action is often required to deliver high quality service to customers (Kim et al., 2012; Ottenbacher and Gnoth, 2005; Hartline and Ferrell, 1996; Heskett et al., 1997; Sergeant and Frenkel, 2000).”
Call center employee personality factors and service performance (2009, methodology): “Most previous studies adopted the self-rating approach ( Sergeant and Frenkel, 2000”
How sales controls affect job-related outcomes: the role of organizational sales-related psychological climate perceptions (2007, background): “Relationship between climate perceptions Sergeant and Frenkel (2000) suggested that certain psychological climate dimensions may actually affect perceptions of others (i.e., climate perceptions are not necessarily orthogonal).”