THE ANTECEDENTS OF THE EMPLOYEE LOYALTY-CUSTOMER LOYALTY RELATIONSHIP Antony Frederick PELOSO B A (Psych) UQ Grad.Dip.Bus (Man) QUT M.Bus (Marketing) QUT School of Advertising, Marketing and Public Relations Faculty of Business Queensland University of Technology Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy, 2004 i Keywords Customer loyalty Perceived service quality Service climate Employee loyalty Job satisfaction Employee self-efficacy Employee empowerment Behaviour-based evaluation Direct leadership support Senior leadership support Work facilitation resources Management customer orientation ii Publications Referred Conference Proceedings Galliford, Bryan and Antony Peloso 2003 The Certain, or the Unknown? Learner Choices and their Antecedents In SMA Annual Conference Proceedings: In print New Orleans, LA: Society for Marketing Advances Karlsen, Cecilie and Antony Peloso 2003 The Influence of Internal Communication Quality in the Franchisor, Franchisee, Employee and External Customer Relationships In SMA Annual Conference Proceedings: In print New Orleans, LA: Society for Marketing Advances Matthews, Shane, Allan Duckwitz, Christopher Davies, and Antony Peloso 1999 Bridging the Gap Between Market Readiness and Market Entry In Marketing in the New Millennium, ANZMAC Proceedings Sydney: ANZMAC Peloso, Antony 1998 Service Quality and Product Development Strategies In 1998 Marketing Exchange Colloquium Proceedings, ed Lou E Pelton and Peter Schnedlitz: 260-270 Vienna, Austria: American Marketing Society Peloso, Antony 1999 Business to Business New Service Development: The Roles of Entrepreneur and Client In AMA Educators Conference: Enhancing Knowledge Development in Marketing, ed Peter J Gordon and Bert J Kellerman:117-123 San Francisco: American Marketing Association Sambath, Vathany, Alexander Morse, and Antony Peloso 2003 The Antecedent Role of Individual Differences in Motivation, Perseverance and Protection of High Involvement Goals In SMA Annual Conference Proceedings: In print New Orleans, LA: Society for Marketing Advances iii Abstract Increasing and maintaining customer loyalty has been shown to enhance service firm profitability This research focuses on the antecedents of customer loyalty in a large national North American banking organisation, in particular the relationship between employee loyalty and customer loyalty, and further within the organisation, the antecedents of the employee loyalty-customer loyalty relationship Thus the current research investigates the chain of events from managerial actions to customer loyalty with the aim of identifying relevant managerial practices and their influences within the organisation that lead to customer loyalty The research provides tangible evidence supporting the importance of providing organisational resources to increase employee loyalty as a means of increasing customer loyalty in service organisations To achieve this goal, the study suggests that a comprehensive set of managerial practices will enhance an organisation’s service climate, foster positive employee attitudes and behaviours in relation to service provision, that impact on employee loyalty, service quality, and ultimately customer loyalty These practices include support provided by senior leadership, the provision of resources that facilitate effective work practices, a positive management orientation on customers, and the use of employee evaluation and remuneration based on service-oriented behaviours and attitudes By instituting these managerial practices, management can increase employee perceptions of self-efficacy, employees’ beliefs in the abilities to perform well in their jobs, increase employee satisfaction, which in turn drive employee loyalty These managerial practices also enhance the favourable nature of the organisation’s service climate so that customer perceptions of service quality are likely to be more positive Overall the study provides evidence to support the existence of a chain of events from managerial actions to employee and customer loyalty intentions Evidence also exists to support the relationship between employee loyalty and customer loyalty, so that higher levels of loyalty within service a service organisation can potentially lead to higher levels of customer loyalty The implications of the research are that management within service organisations can impact customer loyalty by focussing directly on service delivery issues and by providing iv a favourable service climate Managers can also influence employee beliefs about their abilities to their jobs and the level of satisfaction employees have within those organisational roles The study also suggests that a service organisation’s service climate is an important mechanism by which management can communicate to both employees and customers that a customer orientation is a primary managerial imperative Finally, the study provides valuable insight into the processes by which employees perceive managerial orientation and support, and how those perceptions influence customer perceptions of service quality and impact on their loyalty intentions towards service organisations v Table of Contents CHAPTER INTRODUCTION TO THE RESEARCH AND OVERVIEW OF THE THESIS 1.1 1.2 OVERVIEW OF THE RESEARCH THE RESEARCH QUESTIONS, OBJECTIVES AND POTENTIAL CONTRIBUTIONS OF THE STUDY 1.3 THE RELEVANCE OF THE MANAGERIAL CONTRIBUTIONS 1.4 THE RELEVANCE OF THE THEORETICAL CONTRIBUTIONS 1.5 OVERVIEW OF THE THESIS CHAPTER THE EMPLOYEE-CUSTOMER INTERFACE 15 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 OVERVIEW OF CHAPTER TWO 15 PUTTING THE RESEARCH IN CONTEXT 17 THE CUSTOMER LOYALTY CONSTRUCT 20 DEFINING CUSTOMER LOYALTY 20 THE DIMENSIONS OF THE CUSTOMER LOYALTY CONSTRUCT 20 THE LINK BETWEEN CUSTOMER COMMITMENT AND CUSTOMER LOYALTY 34 CUSTOMER LOYALTY IN THE SERVICES CONTEXT 35 MEASUREMENT ISSUES RELATING TO THE CUSTOMER LOYALTY CONSTRUCT 37 2.9 THE EMPLOYEE LOYALTY CONSTRUCT 39 2.10 DEFINING EMPLOYEE LOYALTY 39 2.11 THE DIMENSIONS OF THE EMPLOYEE LOYALTY CONSTRUCT 40 2.12 THE LINK BETWEEN BEHAVIOURAL INTENT AND TURNOVER BEHAVIOUR 49 2.13 EMPLOYEE LOYALTY IN THE SERVICES CONTEXT 50 2.14 MEASUREMENT ISSUES RELATING TO THE EMPLOYEE LOYALTY CONSTRUCT 55 2.15 THE EMPLOYEE LOYALTY-CUSTOMER LOYALTY RELATIONSHIP 56 2.16 OVERVIEW OF THE BALANCE OF THE EMPLOYEE-CUSTOMER INTERFACE 57 2.17 THE PERCEIVED SERVICE QUALITY CONSTRUCT 57 2.18 DEFINING PERCEIVED SERVICE QUALITY 58 2.19 THE DIMENSIONS OF PERCEIVED SERVICE QUALITY 58 2.20 MEASUREMENT ISSUES RELATING TO THE PERCEIVED SERVICE QUALITY CONSTRUCT 63 2.21 THE PERCEIVED SERVICE QUALITY-CUSTOMER LOYALTY RELATIONSHIP 65 2.22 THE JOB SATISFACTION CONSTRUCT 66 2.23 DEFINING JOB SATISFACTION 67 2.24 DIMENSIONS OF THE JOB SATISFACTION CONSTRUCT 67 2.25 MEASUREMENT ISSUES RELATING TO THE JOB SATISFACTION CONSTRUCT 69 2.26 THE JOB SATISFACTION-PERCEIVED SERVICE QUALITY RELATIONSHIP 72 2.27 THE EMPLOYEE SELF-EFFICACY CONSTRUCT 73 2.28 DEFINING EMPLOYEE SELF-EFFICACY 73 2.29 DIMENSIONS OF THE EMPLOYEE SELF-EFFICACY CONSTRUCT 73 2.30 MEASUREMENT ISSUES RELATING TO THE EMPLOYEE SELF-EFFICACY CONSTRUCT 76 2.31 THE EMPLOYEE SELF-EFFICACY-PERCEIVED SERVICE QUALITY RELATIONSHIP 76 vi 2.32 SUMMARY OF THE JOB SATISFACTION AND EMPLOYEE SELF-EFFICACYSERVICE QUALITY RELATIONSHIPS 78 2.33 SUMMARY OF CHAPTER TWO, THE EMPLOYEE-CUSTOMER INTERFACE RELATIONSHIPS 79 CHAPTER THE SERVICE CLIMATE-CUSTOMER INTERFACE 80 3.1 3.2 3.3 3.4 3.5 3.6 3.7 OVERVIEW OF CHAPTER THREE 80 THE SERVICE CLIMATE CONSTRUCT 81 DEFINING SERVICE CLIMATE 82 DIMENSIONS OF THE SERVICE CLIMATE CONSTRUCT 82 MEASUREMENT ISSUES RELATING TO THE SERVICE CLIMATE CONSTRUCT 84 THE SERVICE CLIMATE-PERCEIVED SERVICE QUALITY RELATIONSHIP 85 SUMMARY OF CHAPTER THREE, THE SERVICE CLIMATE-CUSTOMER INTERFACE RELATIONSHIP 87 CHAPTER THE EMPLOYEE-ROLE INTERFACE 88 4.1 4.2 4.3 4.4 OVERVIEW OF CHAPTER FOUR 88 THE EMPLOYEE SELF-EFFICACY-JOB SATISFACTION RELATIONSHIP 89 THE JOB SATISFACTION-EMPLOYEE LOYALTY RELATIONSHIP 90 SUMMARY OF CHAPTER FOUR, THE EMPLOYEE-ROLE INTERFACE RELATIONSHIPS 92 CHAPTER THE MANAGERIAL PRACTICES-SERVICE CLIMATE INTERFACE 93 5.1 5.2 5.3 5.4 5.5 5.6 5.7 OVERVIEW OF CHAPTER FIVE 93 MANAGERIAL PRACTICES IN SERVICE ORGANISATIONS 94 THE MANAGERIAL SUPPORT PRACTICES-SERVICE CLIMATE INTERFACE 97 THE DIRECT LEADERSHIP SUPPORT CONSTRUCT 99 DEFINING DIRECT LEADERSHIP SUPPORT 99 DIMENSIONS OF THE DIRECT LEADERSHIP SUPPORT CONSTRUCT 99 MEASUREMENT ISSUES RELATING TO THE DIRECT LEADERSHIP SUPPORT CONSTRUCT 101 5.8 THE DIRECT LEADERSHIP SUPPORT-SERVICE CLIMATE RELATIONSHIP 101 5.9 THE SENIOR LEADERSHIP SUPPORT CONSTRUCT 102 5.10 DEFINING SENIOR LEADERSHIP SUPPORT 102 5.11 DIMENSIONS OF THE SENIOR LEADERSHIP CONSTRUCT 102 5.12 MEASUREMENT ISSUES RELATING TO THE SENIOR LEADERSHIP CONSTRUCT 103 5.13 THE SENIOR LEADERSHIP SUPPORT-SERVICE CLIMATE RELATIONSHIP 104 5.14 THE WORK FACILITATION RESOURCES CONSTRUCT 104 5.15 DEFINING WORK FACILITATION RESOURCES 105 5.16 DIMENSIONS OF THE WORK FACILITATION RESOURCES CONSTRUCT 105 5.17 MEASUREMENT ISSUES RELATING TO THE WORK FACILITATION RESOURCES CONSTRUCT 106 5.18 THE WORK FACILITATION RESOURCES-SERVICE CLIMATE RELATIONSHIP 106 5.19 THE MANAGERIAL CONTROL PRACTICES-SERVICE CLIMATE INTERFACE 107 5.20 THE MANAGEMENT CUSTOMER ORIENTATION CONSTRUCT 108 5.21 DEFINING MANAGEMENT CUSTOMER ORIENTATION 108 vii 5.22 DIMENSIONS OF THE MANAGEMENT CUSTOMER ORIENTATION CONSTRUCT 109 5.23 MEASUREMENTS ISSUES RELATING TO THE MANAGEMENT CUSTOMER ORIENTATION CONSTRUCT 109 5.24 THE MANAGEMENT CUSTOMER ORIENTATION-SERVICE CLIMATE RELATIONSHIP 110 5.25 THE EMPLOYEE EMPOWERMENT CONSTRUCT 111 5.26 DEFINING EMPLOYEE EMPOWERMENT 111 5.27 DIMENSIONS OF THE EMPLOYEE EMPOWERMENT CONSTRUCT 111 5.28 MEASUREMENT ISSUES RELATING TO THE EMPOWERMENT CONSTRUCT 114 5.29 THE EMPOWERMENT-SERVICE CLIMATE RELATIONSHIP 114 5.30 THE BEHAVIOUR-BASED EVALUATION CONSTRUCT 116 5.31 DEFINING BEHAVIOUR-BASED EVALUATION 116 5.32 DIMENSIONS OF THE BEHAVIOUR-BASED EVALUATION CONSTRUCT 116 5.33 MEASUREMENT ISSUES RELATING TO THE BEHAVIOUR-BASED EVALUATION CONSTRUCT 119 5.34 THE BEHAVIOUR-BASED EVALUATION-SERVICE CLIMATE RELATIONSHIP 120 5.35 SUMMARY OF CHAPTER FIVE, THE MANAGERIAL PRACTICES-SERVICE CLIMATE INTERFACE RELATIONSHIPS 122 CHAPTER THE MANAGERIAL CONTROL PRACTICES-EMPLOYEE INTERFACE 124 6.1 6.2 OVERVIEW OF CHAPTER SIX 124 OVERVIEW OF THE MANAGERIAL CONTROL PRACTICES-EMPLOYEE INTERFACE 125 6.3 THE MANAGEMENT CUSTOMER ORIENTATION-EMPOWERMENT RELATIONSHIP 126 6.4 THE MANAGEMENT CUSTOMER ORIENTATION-BEHAVIOUR-BASED EVALUATION RELATIONSHIP 126 6.5 THE EMPLOYEE EMPOWERMENT-EMPLOYEE SELF-EFFICACY RELATIONSHIP 127 6.6 THE BEHAVIOUR-BASED EVALUATION-JOB SATISFACTION RELATIONSHIP 128 6.7 SUMMARY OF THE MANAGERIAL CONTROL PRACTICES-EMPLOYEE INTERFACE 129 6.8 SUMMARY OF THE LITERATURE REVIEW SECTION, CHAPTERS TWO TO SIX 130 CHAPTER THE CONCEPTUAL MODEL OF THE ANTECEDENTS OF THE EMPLOYEE LOYALTY-CUSTOMER LOYALTY RELATIONSHIP 132 7.1 7.2 7.3 7.4 7.5 OVERVIEW OF CHAPTER SEVEN 132 PURPOSE OF THE STUDY 132 OVERVIEW OF THE CONCEPTUAL MODEL 133 THE THEORETICAL FOUNDATION OF THE CONCEPTUAL MODEL 140 THE RELATIONSHIPS AND HYPOTHESES THAT UNDERPIN THE CONCEPTUAL MODEL 142 7.6 CONCLUSIONS OF CHAPTER SEVEN 149 CHAPTER METHODOLOGY AND RESULTS OF THE PATH MODEL 150 8.1 8.2 OVERVIEW OF CHAPTER EIGHT 150 OVERVIEW OF THE ANALYSIS STRATEGY 150 viii 8.3 8.4 8.5 THE MODEL BUILDING PROCESS 152 FIT ASSESSMENT 154 MODEL FIT INDICES: ASSESSING ABSOLUTE FIT, COMPARATIVE FIT AND PARSIMONIOUS FIT 156 8.6 DATA COLLECTION AND ANALYSIS 160 8.7 DETAILS OF DATA COLLECTION AND THE DATA SOURCE; SAMPLE AND SAMPLING ISSUES 160 8.8 MEASURE VALIDATION 164 8.9 DEVELOPING AND TESTING THE MEASURES 173 8.10 DIRECT LEADERSHIP SUPPORT 173 8.11 SENIOR LEADERSHIP SUPPORT 174 8.12 WORK FACILITATION 174 8.13 MANAGEMENT CUSTOMER ORIENTATION 174 8.14 SERVICE CLIMATE 175 8.15 EMPLOYEE EMPOWERMENT 175 8.16 BEHAVIOUR-BASED EVALUATION 175 8.17 EMPLOYEE SELF-EFFICACY 176 8.18 JOB SATISFACTION 176 8.19 EMPLOYEE LOYALTY 177 8.20 PERCEIVED SERVICE QUALITY 177 8.21 CUSTOMER LOYALTY 177 8.22 SUMMARY OF THE MEASURE DEVELOPMENT AND MEASURE ASSESSMENT PROCESS 178 8.23 CONVERGENT VALIDITY 184 8.24 DISCRIMINANT VALIDITY 184 8.25 CONTENT VALIDITY 187 8.26 THE VARIANCE INFLATION FACTOR 188 8.27 TESTING THE HYPOTHESISED PATH MODEL 189 8.28 OVERVIEW OF THE RESULTS 193 8.29 THE EMPLOYEE-CUSTOMER INTERFACE RELATIONSHIPS 195 8.30 THE SERVICE CLIMATE-CUSTOMER INTERFACE RELATIONSHIPS 196 8.31 THE EMPLOYEE-ROLE INTERFACE RELATIONSHIPS 196 8.32 MANAGERIAL PRACTICES-SERVICE CLIMATE INTERFACE RELATIONSHIPS 196 8.33 THE MANAGERIAL CONTROL PRACTICES-EMPLOYEE INTERFACE RELATIONSHIPS 197 8.34 OVERALL CONSIDERATION OF THE RESULTS OF THE PATH MODEL 198 8.35 CONCLUSION TO CHAPTER EIGHT 198 CHAPTER DEVELOPING AND TESTING A MODIFIED MODEL 200 9.1 9.2 9.3 9.4 9.5 OVERVIEW OF CHAPTER NINE 200 DEVELOPING AND TESTING A MODIFIED MODEL 200 A MODIFIED MODEL BASED ON SPECIFICATION SEARCHES 200 OVERVIEW OF THE SIGNIFICANT RELATIONSHIPS IN THE MODIFIED MODEL 205 GOODNESS OF FIT STATISTICS – COMPARING THE PATH MODEL AND THE MODIFIED MODEL 206 9.6 DISCUSSION OF THE FIT INDICES 208 9.7 CONCLUSION TO CHAPTER NINE 209 CHAPTER 10 DISCUSSION OF THE RESULTS OF THE HYPOTHESISED MODEL AND THE MODIFIED MODEL 210 ix 10.1 THE EMPLOYEE-CUSTOMER INTERFACE RELATIONSHIPS IN THE PATH AND MODIFIED MODELS 210 10.2 THE SERVICE CLIMATE-CUSTOMER INTERFACE RELATIONSHIPS 214 10.3 THE EMPLOYEE-ROLE INTERFACE RELATIONSHIPS 215 10.4 THE MANAGERIAL PRACTICES-SERVICE CLIMATE INTERFACE RELATIONSHIPS IN THE PATH AND MODIFIED MODELS 217 10.5 THE MANAGERIAL CONTROL PRACTICES-EMPLOYEE INTERFACE RELATIONSHIPS IN THE PATH MODEL AND THE INFLUENCE OF THE INTERACTIONS BETWEEN MANAGERIAL SUPPORT AND CONTROL PRACTICES IN THE MODIFIED MODEL 10.6 219 CONCLUSION TO CHAPTER TEN 227 CHAPTER 11 CONCLUSION AND IMPLICATIONS 229 11.1 11.2 11.3 11.4 11.5 11.6 11.7 OVERVIEW OF CHAPTER ELEVEN 229 REVISITING THE RESEARCH OBJECTIVES 229 CONCLUSIONS 232 IMPLICATIONS OF THE RESEARCH 235 IMPLICATIONS OF THE RESEARCH FINDINGS 236 MANAGERIAL AND THEORETICAL CONTRIBUTIONS 237 LIMITATIONS AND FUTURE RESEARCH POSSIBILITIES 241 REFERENCES 247 245 customer has a pioneering element For example, early adopters in the digital music industry tend to follow the paths of respected employees who are in the know about the latest advances, rather than follow a brand As always with organisational research, the context plays an important role The research should be replicated across a range of industries and also across differing levels of organisations Finally, more direct links could be established between managerial actions and actual organisational outcome measures, such as long-term customer retention, profit and market-share One limitation of this study is the use of self-report questionnaires to collect data This limits the ability to draw conclusions about the causal nature of the relationships Another limitation is that because the data is limited to the number of business units or other level of aggregation, then the number of units becomes the sample size (Harter, Schmidt, and Hayes 2002) Data should be aggregated at a level that allows for meaningful linking of disparate information sources If this is done, then the research also potentially provides meaningful and more valid information As well, in certain settings there may be important substantive areas where subjects or unit numbers are rare and scarce (Cudeck and Henly, 1991) For example, when responses from both customers and employees of an organisation can be used, then the responses should be aggregated to a level that is meaningful, and where specific influences that are pertinent to the study potentially have effect If the actions of say, hotel managers within a hotel chain are relevant to the variables of interest, and both customer and employee responses are required, then the individual hotel property would be a logical level of aggregation (Hartline and Ferrell 1996) In climate research, for example, Schneider, Hanges, Smith, and Salvaggio (2003) suggest that there has been “some success in aggregating individual employee perceptions and exploring their relationships to meaningful organizational (or unit-level) criteria (836) Replications of some of the many Schneider studies points to their robustness, when taking into consideration the level of analysis That is, results have been replicated at more than one level of analysis of an organisation, suggesting generalisability of the results A number of statistical tests assess the extent to which individual-level data show within unit agreement, and may be aggregated to a higher unit level within an organisation (Klein, 2001) For example, the ICC(1), the intraclass correlation, provides an estimate of between unit variability that is not biased by either unit size or the number of units in the sample and ICC (2) which 246 indicates the reliability of the aggregated plant means, which are a function of ICC(1) and average group size Thus, the greater the ICC(1) and the larger the number of individuals sampled per unit, the more reliable the unit means In several replications, the ICC (1) suggest that higher level data aggregation, providing that the influence of the independent variable(s) is relevant at those levels, is viable Despite these limitations, the study provides evidence regarding the managerial practices that drive customer loyalty The research suggests that managerial actions are important in terms of service quality and employee loyalty, which are crucial links between managerial practices and customer loyalty intentions Supportive 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CONCEPTUAL MODEL OF THE ANTECEDENTS OF THE EMPLOYEE LOYALTYCUSTOMER LOYALTY RELATIONSHIP 134 FIGURE 8.1 PATH MODEL OF THE ANTECEDENTS OF THE EMPLOYEE LOYALTYCUSTOMER LOYALTY RELATIONSHIP. .. particular the relationship between employee loyalty and customer loyalty, and further within the organisation, the antecedents of the employee loyalty- customer loyalty relationship Thus the current... marketing theory are: An explanation of the nature of the link between employee loyalty and customer loyalty and how employee loyalty influences customer loyalty An explanation of the set of relationships