A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Siddiqi, Mushtaq A.
- Perceived Organizational Support and Employee Citizenship Behaviors an Intermediating Variable between LMX and Service Performance
Authors
1 The Business School, University of Kashmir, Srinagar, IN
2 I. K. Gujral Punjab Technical University, Jalandhar, Punjab, 144603, IN
Source
Asian Journal of Management, Vol 7, No 1 (2016), Pagination: 27-35Abstract
Leader Member Exchange theory believes that leaders from different relationships with different members ranging from high quality to low quality. High quality relationships exist with in-group members and are characterized by mutual trust, respect, and responsibility while as low quality exist with out-group members and are restricted to economic exchanges, formal job requirements. LMX has been in significant relationship with various job attitudes like employee satisfaction, involvement, engagement across different service sectors like health, hospitality. However, exploration of LMX in service sectors like insurance, banking and postal is rare in LMX literature. Therefore, the current study would study LMX in relation with perceived organizational support, Organizational Citizenship Behavior and service performance of employees across banking, insurance and postal service sectors of the State of Jammu and Kashmir. The Survey method with structured questionnaires and interviews are used as techniques of data collection. A sample size of 100 respondents representing middle management, frontline staff, lower level employees and customers were part of the study. Data was analyzed using data analysis tool SPSS. Techniques like descriptive statistics and multiple regression analysis were used to analyze and interpret data and results. The statistical coefficients revealed significant and positive relationship between LMX and POS; LMX and OCB; LMX and Service Performance; POS and Service Performance and OCB and Service Performance.
Keywords
LMX, POS, OCB and Service Performance.- Job Crafting of Service Employees and Performance:An Empirical Evidence of Linkages
Authors
1 The Business School, University of Kashmir, Srinagar, J and K-190006, IN
Source
Asian Journal of Management, Vol 6, No 3 (2015), Pagination: 149-158Abstract
The concept of job crafting continues to receive considerable attention from research scholars and business professionals in developed countries particularly in the area of organisational psychology. However, very little or no such research has focused on understanding the complex relationship between various dimensions of job crafting and service employee performance in a developing country like India. In order to plug the gap, the present study has been conducted in Indian service sector with samples from its retail banking sector. The study that matches perceptions from both the front line employees and their customers reveals that various dimensions of job crafting exert its impact on service employee performance and customer loyalty. Using path analysis, the empirical results also report indirect positive effects of service employee job crafting on customer loyalty via their service performance. The service employee performance is found effectively mediating in-between thus acting as a conduit to link positive effects of job crafting to customer loyalty.Keywords
Job Crafting, Service Employee Performance, Customer Loyalty, India.- Perceived Contact Employee Support and Work Engagement Trigger Service Performance
Authors
1 Mewar University, Chitorgarh, IN
2 Department of Management Studies, University of Kashmir, IN
Source
Asian Journal of Management, Vol 8, No 4 (2017), Pagination: 1159-1167Abstract
Contact employees deliver the promises of the firm, create an image for the firm and sell the firm’s services. Contact employees possess several key characteristics like authenticity, competence and active listening skills. Contact employees who listen actively and are competent create favorable perception of service quality. The present study reveals positive influence of contact employee support on employee work engagement and organizational performance. Also, influence of work engagement on organizational performance would be part of the study as well. Contact employee support include a blend of perceived organizational support, perceived supervisory support and perceived customer support, while as organizational performance include customer satisfaction and service quality perception. Besides, major findings, implications, conclusions and limitations of the study would be dealt with, so as to disseminate vital information for management practioners, academicians, scholars and other stakeholders.Keywords
Contact Employee Support, Work Engagement, Service Performance, India.References
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