International Journal of Bank Marketing
Emerald Article: What makes contact employees perform? Reactions to employee perceptions of managerial practices Jean-Charles Chebat, Barry Babin, Paul Kollias
To cite this document: Jean-Charles Chebat, Barry Babin, Paul Kollias, (2002),"What makes contact employees perform? Reactions to employee perceptions of managerial practices", International Journal of Bank Marketing, Vol. 20 Iss: 7 pp. 325 - 332 Permanent link to this document: http://dx.doi.org/10.1108/02652320210451223 Downloaded on: 15-10-2012 References: This document contains references to 46 other documents Citations: This document has been cited by 15 other documents To copy this document: email@example.com This document has been downloaded 1683 times since 2005. *
Users who downloaded this Article also downloaded: *
Alexander Serenko, Nick Bontis, Timothy Hardie, (2007),"Organizational size and knowledge flow: a proposed theoretical link", Journal of Intellectual Capital, Vol. 8 Iss: 4 pp. 610 - 627 http://dx.doi.org/10.1108/14691930710830783 Ozum Ucok, (2006),"Transparency, communication and mindfulness", Journal of Management Development, Vol. 25 Iss: 10 pp. 1024 1028 http://dx.doi.org/10.1108/02621710610708676 Steven H. Appelbaum, Anthony J. Steed, (2005),"The critical success factors in the client-consulting relationship", Journal of Management Development, Vol. 24 Iss: 1 pp. 68 - 93 http://dx.doi.org/10.1108/02621710510572362
Access to this document was granted through an Emerald subscription provided by TEESSIDE UNIVERSITY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download.
What makes contact employees perform? Reactions to employee perceptions of managerial practices Jean-Charles Chebat Â Ecole des HEC-Montre Quebec, Canada Âal, Barry Babin The University of Southern Mississippi, Mississippi, USA Paul Kollias IBN Ltd, Montreal, Canada
Employee attitudes, Service industries, Management culture, Behavioural sciences
A service firm's success depends ultimately upon the performance of its customer-contact employees. Ironically, based upon the typical pay level of many front-line service providers, the most critical employees are also among the least well paid. Service managers are challenged to effectively shape work environments so that customer-contact employees willingly deliver outstanding customer service. Retail and service firms attempt to ``control'' customer-contact employees by monitoring and rewarding input processes, job processes, and by shaping the desired outcomes (Babin and Boles, 1996; Lusch and Jaworski, 1991; Jaworski, 1988). The amount and types of training received by a customercontact employee represent input controls. Process controls include managers' everyday prioritization, or commitment to excellent service quality. Output controls generally include attempts at shaping behavior through extrinsic rewards, including pay, and by producing a more empathetic work environment. The research described in this paper explores the...
Please join StudyMode to read the full document