EFEK KOMITMEN MANAJEMEN PUNCAK TERHADAP PERILAKU PELAYANAN KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI

Nina Agustina, Andreas W. Gunawan Putra

Abstract


The purpose of this paper is to examine the impact of management commitment to service on employee service behaviors and to develop and test a conceptual model of the antecedents and consequences of job satisfaction in the hospitality industry. The conceptual framework consists of
the following constructs: management support, reward, empowerment, training, job satisfaction, extra role customer service behavior and cooperation. Moreover, six (6) hypotheses were developed and tested. Instrument test of validity and reliability used to test the validity of the
measures, while multiple regression was used in hypotheses testing. Data were collected from110 respondent who are working at Sekolah Dian Harapan Daan Mogot, Jakarta Barat. Strong support was found for 1 of the 6 hypotheses. Findings reveal that management support has positive effects on job satisfaction. It is shown that reward, empowerment, training are not
related to job satisfaction. Moreover, it is demonstrated that the two dimensions of service behavior – extra-role customer service behaviors and cooperation also are not related to job
satisfaction. Importantly, it is found that job satisfaction can be created from employee service
behavior as the school is applying the management support to the employees.
Keywords: school, management commitment, management support, employee job satisfaction,
service behaviors

Keywords


school, management commitment, management support, employee job satisfaction, service behaviors

Full Text:

PDF

Article Metrics

Abstract views : 0| PDF views : 0

References


Ahmed,I., & Parasuraman, A. (1994). Environmental and positional antecedents of management commitment to service quality: A conceptual framework. In T.A. Swarts, D. E. Bowen, & S.W. Brown (Eds.), Advance in services marketing and management (pp. 69-93). Greenwich, CT: JAI.

Arnett, D.B., Laverie, D.A., & Mc Lane, C. (2002). Using job satisfaction and pride as internal-marketing tools. Cornell Hotel and Restaurant Administration Quarterly. 43, 87-96.

Babakus, E., Yavas, U., Karatepe, O. M., & Avci, T. (2003). The effect of management commitment to service quality on employees’ affective and

performance outcomes. Journal of the Academy of Marketing Science,

, 272-286.

Bagozzi, R.P. (1992). The self-regulation of attitudes, intentions, and behavior. Social Psychology Quarterly, 55, 178-204.

Bernhardt, K.L., Donthu, N., & Kennett, P.A. (2000). A longitudinal analysis of satisfaction and profitability, Journal of Business Research, 47, 161-

Bettencourt, L.A.,& Brown, S.W. (1997). Contact employees’ relationships among work-place fairness, job satisfaction and prosocial behaviors. Journal of Retailing, 73, 39-62.

Bettencourt, L.A., & Gwinner, K.P. (1996). Customization of the service

experience: The role of the frontline employee. International Journal of

Service Industry Management, 7, 3-20.

Bitner, M.J., Booms, B.H.,& Tetreault, M.S. (1990). The service encounter:

Diagnosing favorable and unfavorable incident. Journal of Marketing, 54, 71-84.

Bohlander, G.W.,& Kinicki, A.J. (1988). Where personnel and productivity meet. Personnel Administration, 33, 122-130.

Boshoff, C., & Allen,J. (2000). The influence of selected antecedents on fronline staff ’s perceptions of service recovery performance. International

Journal of Service Industry Management, 11, 63-90.

Bowen, D.E., Gilliland, S.W.,& Folger, R. (1999). HRM and service fairness: How being fair with employees spills over to customers. Organizational

Dynamics, 27, 7-23.

Bowen, D.E.,& Lawler, E.E., III (1995). Empowering service employees. Sloan

Management Review, 36, 73-84.

Brief, A.P.,& Motowidlo, S.J. (1986). Prosocial organizational behaviors. Academy of Management Review, II, 710-725.

Cacioppe, R. (1998). Structured empowerment: an award-winning program at the Burswood Resort Hotel. Leadership & Organization Development, 19, 264.

Chebat, J.C., Babin, B.,& Kollias, P. (2002). What makes contact employees perform? Reactions to employee perceptions of managerial practices.

International Journal of Bank Marketing, 20, 325-332.

Edward, P.K.,& Scullion, H. (1982). The social organization of industrial conflict: Control and resistance in the workplace. Oxford: Basil Blackwell.

Eisenberger, R., Huntington,R., Hutchison,S.,& Sowa,D. (1986). Perceived

organizational support. Journal of Applied Psychology, 71, 500-507.

Farrell,D.,& Rusbult,C.E. (1981). Exchanges variables as predictors of job

satisfaction, job commitment, and turnover: The impact of rewards, costs, alternatives, and investment. Organizational Behavior and Human

Performance, 27, 78-95.

Forrester,R. (2000). Empowerment: Rejuvenating a potent idea. Academy of Management Executive, 14, 67-80.

Fuller, J.B., Barnett, T., Hester, K., & Relyea, C. (2003). A social identity perspective on the relationship between perceived organizational support

and organizational commitment. Journal of Social Psychology, 143, 789-790.

Gronross, C. (1983). Strategic management and marketing in the service sector. Marketing Science Institutes working paper series. Cambridge, MA:

Marketing Science Institutes.

Hartline, M.D., & Ferrell, O.C. (1996). The management of customer-contact

service employees: An empirical investigation. Journal of Marketing, 60, 52-70.

Hofstede, G. (1985). The cultural perspective. In A. Brakel (Ed.), People and

organizations interacting. New York: John Wiley.

Hermawan, Asep (2006). Pedoman Praktis Metodologi Penelitian Bisnis, LPFE.

Hyun Jeong Kim, Pimtong Tavitiyaman, Woo Gon Kim, (2009). Journal of

Hospitality & Tourism Research, Vol.33.

Kim, W.G., Leong, J.K., & Lee, Y.K. (2005). Effect of service orientation on job satisfaction, organizational commitment, and intention of leaving in a

casual dining chain restaurant. International Journal of Hospitality Management, 24, 171-193.

Lee-Ross, D. (2005). Perceived job characteristics and internal work motivation: An exploratory crosscultural analysis of the motivational

antecedents of hotel workers in Mauritius and Australia. Journal of Management Development, 24, 253-266.

Malhotra, N., & Mukherjee, A. (2004). The relative influence of organizational

commitment and job satisfaction on service quality of customer-contact

employees in banking call centers. Journal of Service Marketing, 18, 162-

Podsakoff, P.M., Mackenzie, S.B., Lee, J., & Podsakoff, N.P. (2003). Common method biases in behavioral research: A critical review of the

literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.

Randall, M.L., Cropanzano,R., Bormann, C. A., & Birjulin,A (1999). Organizational Politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20, 159-174.

Robert, C., Probst, T.M., Martocchio,J.J., Drasgow,F., & Lawler,J.J.(2000).

Empowerment and continuous improvement in the United States, mexico, Poland, and India: Predicting fit on the basis of the dimensions of power distance and individualism. Journal of Applied Psychology.

Susskind, A.M., Borchgrevink, C.P., Kacmar, K.M., & Brymer, R.A. (2000). Customer service employees’ behavioral intentions and attitudes: An

examination of construct validity and path model. International Journal of

Hospitality Management, 19, 53-77.

Sekaran, Uma (2003). Reasearch Methods for Business: A Skill Building Approach, New York: John Wiley & Sons.

Zeithaml,V.A., Berry, L.L.,& Parasuraman, A. (1996). The behavioral

consequences of service quality. Journal of Marketing, 60, 31-46.




DOI: http://dx.doi.org/10.25105/jmpj.v4i1.484

Refbacks

  • There are currently no refbacks.




Copyright (c) 2016 Manajemen dan Pemasaran Jasa



 

 

Lisensi Creative Commons

Jurnal manajemen dan pemasaran jasa  Lisensi Creative Commons Atribusi-NonKomersial 4.0 Internasional.