The Impact of Empowerment on Customer Contact Employees’ Roles in Service Organizations

By J. Chébat, P. Kollias. 2000

488 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c9285bc2c7fc827e06282aad470576378cf8e03e

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Citations in the corpus

The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, background): “…has emerged as a popular managerial rhetoric and the focus of numerous scholarly studies, many of which suggest that empowerment practices are likely to offer substantial benefits including enhanced organizational agility and greater employee satisfaction (Chebat and Kollias, 2000).”
Emotional labour in service work: Psychological flexibility and emotion regulation (2012, background): “As a result, the nature of service work is demanding not only in terms of mental and physical effort (for instance, through imposed quotas and time pressure), but also in terms of emotional effort (e.g. Chebat and Kollias, 2000).”
The Impact of Call Center Employees' Customer Orientation Behaviors on Service Quality (2008, background): “Service quality may be improved by relying on a certain degree of employee autonomy in interactions between employees and customers (Bowen and Lawler 1992; Chebat and Kollias 2000; Hartline and Ferrell 1996; Oldham 1996).”
How to Develop Successful Hospitality Innovation (2005, background): “Reasons for establishing a relationship with customers include increasing loyalty, obtaining ideas about improving the service delivery system, and gaining ideas for new services.(38)”
The mediating influence of role stressors in the relationship between mentoring and job attitudes (2006, background): “The literature has identiWed organizational training programs and supervisory practices as interventions to reduce the amount of stress experienced by organizational members (Chebat & Kollias, 2000; O’Driscoll & Beehr, 1994; Russ, McNeilly, Comer, & Light, 1998).”
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. (2005, background): “Leading Empowered Employees The concept of empowerment has been developed and advanced by several researchers (Chebat & Kollias, 2000; Conger, 1989; Conger & Kanungo, 1988; Hartline & Ferrell, 1996; Hui, 1994; Spreitzer, 1995, 1996; Thomas & Velthouse, 1990).”
Empowerment effects across cultures (2007, methodology): “…literature reports that empowerment reduces role stress (e.g. Niehoff et al, 1990; Bowen & Lawler, 1992; Gandz and Bird, 1996; Koberg et al, 1999; Chebat & Kollias, 2000), and on the other some literature reports that empowerment increases role stress especially role ambiguity (e.g. Ashforth et…”
Empowering employees: job standardization and innovative behavior (2014, background): “Specifically, the diverse needs of customers require frontline service employees to respond in a flexible and innovative manner to deliver superior services (Chebat and Kollias, 2000; Wang and Netemeyer, 2004).Wong andPang (2003) specified fivemanagerial factors thatmotivate hotel employees’ innovat”
The desired teaching qualities of lecturers in higher education: a means end analysis (2006, background): “Other studies indicate that the human interaction element is essential to determine whether service delivery will be deemed satisfactory (Chebat and Kollias, 2000).”