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Unlocking the “black box” between employee perceptions of HRM and service quality for customers: Comparing engagement theory, social exchange theory, and climate theory to predict service quality for front-line employees at an HR SSC

Visser, M.M. de (2015) Unlocking the “black box” between employee perceptions of HRM and service quality for customers: Comparing engagement theory, social exchange theory, and climate theory to predict service quality for front-line employees at an HR SSC.

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Abstract:This study contributes to the understanding of the mechanisms through which human resource management (HRM) systems are linked with behavioral outcomes and service quality for customers. Drawing on self-determination theory and motivation quality, a comparison was made between the explanatory power of three theories frequently used in literature to explain the HRM-performance link at the employee level: engagement theory, social exchange theory, and climate theory. For each of these theories, the most important employee attitude was selected and argued to be a mediator in the relationship between employee perceptions of HRM intensity and behavioral outcomes (self-reported task performance and organizational citizenship behavior) and service quality for customers. As such, work engagement, affective organizational commitment, and a climate for service were selected, respectively. Survey data was collected from 415 customers and 68 employees of a human resource shared service center (HR SSC) in the Netherlands, which was subsequently analyzed using multilevel anaysis.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/67772
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