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Journal of the Academy of Marketing Science

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01.11.2016 | Original Empirical Research

Service employee burnout and engagement: the moderating role of power distance orientation

verfasst von: Seigyoung Auh, Bulent Menguc, Stavroula Spyropoulou, Fatima Wang

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 6/2016

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Abstract

Studies show that service employees are among the most disengaged in the workforce. To better understand service employees’ job engagement, this study broadens the scope of the job demands-resources (JD-R) model to include power distance orientation (PDO). The inclusion of PDO enriches the JD-R model by providing a key piece of information that has been missing in prior JD-R models: employees’ perceptions of the source of job demands (i.e., supervisors) or employees’ views of power and hierarchy within the organization. Study 1 uses a survey-based field study to show that employees with a high (compared to low) PDO feel more burnout due to supervisors when they are closely monitored by their supervisors. Study 1 further supports the finding that employees with high (compared to low) PDO feel less disengagement despite burnout due to supervisors. Study 2, using a lab experiment, and Study 3, relying on a survey-based field study, unveil why these effects were observed. Stress and job satisfaction emerge as mediators that explain the findings from Study 1. Implications of the role of PDO are discussed to improve the current understanding of how job engagement can improve customer service performance.

Vorheriger Artikel Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?

Nächster Artikel Hurting or helping? The effect of service agents’ workplace ostracism on customer service perceptions

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We do not hypothesize the direct effects of job demands (e.g., close monitoring) and job resources (e.g., customer service feedback) as these main effects based on the JD-R model have already been extensively examined in the literature. Instead, we focus on the various interaction hypotheses.

Control variables should be employed to rule out alternative explanations while testing a model under consideration; however, they must be carefully chosen based on their theoretical relevance and significant zero-order correlations with the main constructs of the model, otherwise these variables might not only reduce the statistical power of the model but also cause a suppression effect (Carlson and Wu 2012; Spector and Brannick 2011). In our study, there was no other demographic variable that was theoretically relevant to and significantly correlated with the core constructs of our model.

Siemsen et al. (2010, p. 456) conclude that common method bias suppresses significant interaction effects and, therefore, significant interaction effects may not be an artifact of common method bias.

Political ties of top managers was measured with a three-item, five-point Likert scale (1 = strongly disagree, 5 = strongly agree): (1) Top managers of this bank ensure good relationships with influential government officials; (2) Top managers of this bank have invested a lot of resources in building relationships with government officials; (3) Top managers of this bank value their personal relationships with government officials (Sheng et al. 2011). This particular scale satisfies the two criteria of a marker variable (Lindell and Whitney 2001). First, it is not theoretically related to the study’s core variables. Second, the scale has good reliability (mean = 3.29, standard deviation = 1.02, Cronbach’s alpha = 0.70).

Zhao et al. (2010, p. 205) suggest the following: First, there is no need for the relationship between an independent variable and a dependent variable to be statistically significant for a mediation test. The only requirement for mediation is that the indirect effect be significant. Second, because the indirect effect is the product of two parameters (from the independent variable to the mediator and from the mediator to the dependent variable), the sampling distribution of the indirect effect is not normal. Since Sobel’s test assumes a normal distribution, it produces a biased estimate of the indirect effect; therefore, the indirect effect must be computed using a more rigorous and powerful bootstrap test.

In Study 2, we use the term submissiveness as opposed to PDO, which was used in Study 1. The reason for changing the label is that PDO is an individual difference variable that has trait-like features, making it less appropriate for manipulation. Therefore, we use submissiveness instead to capture similar content to PDO except that now the degree to which employees are receptive to hierarchy and power varies according to the work environment.

Podsakoff et al. (2003, p. 888) point out that “although time lags may help reduce common method biases because they reduce the salience of the predictor variable or its accessibility in memory, if the lag is inordinately long for the theoretical relationship under examination, then it could mask a relationship that really exists.”

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Titel: Service employee burnout and engagement: the moderating role of power distance orientation
verfasst von: Seigyoung Auh
Bulent Menguc
Stavroula Spyropoulou
Fatima Wang
Publikationsdatum: 01.11.2016
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 6/2016
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-015-0463-4

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