Social Exchanges and the Hotel Service Personnel s. Citizenship Behavior
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1 Social Exchanges and the Hotel Service Personnel s Citizenship Behavior Wen-Jung Chen Hospitality Management Department, De Lin Institute of Technology, Taiwan, R. O. C. Cprrespondence author: Wen-Jung Chen is associate professor of Hospitality Management Department, De Lin Institute of Technology, Taiwan, R.O.C. Her research interests focus on service and organizational management. Her research articles are accepted for publication in International Journal of Hospitality Management (SSCI), Technovation (SSCI), Journal of Hospitality Marketing & Management (EI), Journal of Tourism & Recreation, International Journal of Management (EI), and Journal of Sport, Leisure, and Hospitality Research. Address: No. 1, Lane 380, Qingyun Rd., Tucheng Dist, New Taipei City, 236 Taiwan, R.O.C. TEL: #369 eileen515@seed.net.tw POSTER
2 Social Exchanges and the Hotel Service Personnel s Citizenship Behavior Abstract Hospitality is a service industry in which team cooperation and assistance among coworkers is necessary. In this study, we investigated the effects of leader-member exchange (LMX), coworker exchange and customer-employee exchange on organizational citizenship behavior. In this study, we chose frontline professional service personnel from 25 international tourist hotels in Taiwan as research subjects and collected 680 valid questionnaires for statistical analysis. The results showed that the three social exchanges significantly affected organizational citizenship behavior. The results of this study should provide practical and theoretical assistance guidance for the rapidly growing domestic hospitality industry in terms of increasing service competitiveness and facilitating the strategic planning of human resource management. Keywords: social exchange, organizational citizenship behavior, hospitality industry Introduction In the face of the current fierce competition in the hotel industry, it will be difficult to satisfy the diverse and rapidly changing demands of customers if hotel service personnel fail to deliver superior service. By considering the flexible and constantly changing features of the service environment, Van Dyne, Graham, and Dienesch (1994) developed the concept of service-oriented organizational citizenship behavior. Service-oriented organizational citizenship behavior in the hotel industry not only benefits service delivery, provides higher quality service, and creates a friendlier environment that encourages customer interaction but also provides a service innovation view that fits customer demands more closely and creates higher customer satisfaction (Podsakoff, Whiting, Podsakoff, and Blume, 2009; Raub, 2008). However, studies on the factors that influence service-oriented organizational citizen behavior in the hotel service industry are rare (Kim, O Neill, and Cho, 2010; Ma and Qu, 2011; Tang and Tang, 2012). Social exchange is a voluntary action that individuals demonstrate when they expect to obtain rewards from elsewhere (Kamdar and Van Dyne, 2007). Although social exchange is regarded as an important precondition for
3 organizational citizenship behavior, many researchers have only studied leader-member exchange (LMX) (e.g., Organ, Podsakoff, and McKenzie, 2006; Euwenma, Wendi, and Emmerik, 2007). However, the hotel industry operates in a service environment that requires cooperation among colleagues and customers in addition to managers (Ma and Qu, 2011). Thus, in this study, we investigate the relationship among LMX, coworker exchange, customer-employee exchange, and service-oriented organizational citizen behavior (OCB) in international tourist hotels. Literature Review In studies of organization leadership, scholars have often used the theory of leader-member exchange (LMX) to explain the process and results of leadership. This theory was first introduced by Graen et al. (Dansereau, Graen, and Haga, 1975; Graen and Cashman, 1975). LMX emphasizes the dynamic relationship between leaders and members (Dansereau, et al., 1975; Graen and Cashman, 1975; Graen, Liden, and Hoel, 1983). Within this theory, leaders often have a few close subordinates (which are called internal groups), such as assistants, aides, or consultants, with whom they maintain good formal and informal relationships, in terms of trust, interaction, and support, while establishing different interaction relationships with other subordinates (which are called external groups). Ma and Qu (2011) found that in the hospitality industry, coworkers must cooperate with each other to deliver high-quality service. Within the concept of coworker exchange, coworkers interact socially both with managers or leaders and other coworkers. To obtain coworkers support and assistance, employees contribute the same. Many studies have shown that employees who perceive sufficient support and assistance from their coworkers feel they have more work resources available to them to relieve pressure, solve customer problems, and improve service performance, which decreases their desire to leave their jobs (Cho and Johanson, 2008; Tsai, Chen, and Cheng, 2009). Customer-employee exchange has begun to garner attention because serving customers has become the primary task of hotel employees. An increasing number of customers are actively participating in their service and providing information concerning their demands and opinions (Sierra and McQuitty, 2005). According to the theory of social exchange, more customers will begin to participate in the delivery of service by employees, and customer participation will affect the emotions and behavior of employees. Ma and Qu (2011) found that social exchange
4 theory largely discusses leader-member exchange. However, the delivery of superior service requires a good relationship between employees and customers. According to social exchange theory, the more benefits you get from others, the more pressure you would have to give back (Kamdar and Van Dyne, 2007). Giving back is largely demonstrated through citizenship behavior. Additionally, employees sometimes show friendliness to others through altruistic behavior and expect others to demonstrate the same amount of altruistic behavior (Scott, 2007), which causes employees to demonstrate citizenship behavior toward the organization, colleagues, and customers. In other words, more positive interaction experiences between employees and customers encourage employees to demonstrate citizenship behavior that benefits customers. Using restaurants as an example, Kang and Hyun (2012) found that employees with a customer service mentality are more dedicated to establishing positive relationships with customers. They demonstrate citizenship behavior that benefits organizations and customers, and customers demonstrate positive behavior, such as providing suggestions and cooperation that reward employees and businesses. Ma and Qu (2011) believed that employees organizational citizenship behavior was not completely affected by social exchange relationships with certain subjects. In other words, positive relationships between employees and managers may stimulate employees organizational citizenship behavior toward colleagues or customers. Additionally, Ma and Qu (2011) found that customer-employee exchange relationships positively affect employees organizational citizenship behavior toward organizations, colleagues, and customers. Using the hotel industry as an example, Mario, Ma, José, and Nadine (2009) discussed the causes and effects of the quality of employee-customer relationships. The results showed that when customers and employees interact positively, both sides show behavior that assists and benefits the other side. Thus, the study proposes Hypothesis 1: leader-member exchange positively affects service-oriented organizational citizenship behavior. Hypothesis 2: coworker exchange positively affects service-oriented organizational citizenship behavior. Hypothesis 3: customer-employee exchange positively affects service-oriented organizational citizenship behavior. Methodology In this study, a questionnaire survey was used to investigate the effect models of LMX, coworker exchange, customer-employee exchange, and service-oriented OCB for service personnel in the domestic hospitality industry. We used an LMX questionnaire and a coworker exchange questionnaire that was developed by Ma
5 and Qu (2011), each of which consisted of 6 questions. We used the five-question customer-employee exchange questionnaire developed by Sierra and McQuitty (2005). Additionally, the study used the 16-question service-oriented OCB questionnaire proposed by Bettencourt, Gwinner, and Meuter (2001), which divides service-oriented OCB into three dimensions: loyalty, service delivery, and participation. In this study, we interviewed the frontline service personnel at these 25 international tourist hotels, including personnel at front desks, in service centers, in housekeeping, and in restaurants. We sent out 900 questionnaires and collected 680 valid questionnaires (the valid return rate was 75.6%). Through correlation analysis and regression analysis, this study found that LMX, coworker exchange, customer-employee exchange significantly affect service-oriented organizational citizenship behavior. Results Females accounted for 64.2% of the 680 interviewees. The majority (62.9%) of the interviewees were between 21 and 39. A large percentage (56.2%) of the interviewees had college degrees. The highest percentage (52.7%) of the interviewees had 5 years or less experience in the hotel industry. The highest percentage (66.3%) of the interviewees had average monthly incomes between NT$20,000 and NT$50,000. The interviewees were distributed among the following departments: the highest percentage was in housekeeping (31.8%), and the second and third highest percentages were in rooms division (29.6%) and the restaurant (26.4%), respectively. We used correlation analysis to determine the relationships among LMX, coworker exchange, customer-employee exchange, and service-oriented OCB. We found that LMX, coworker exchange, customer-employee exchange were significantly correlated with service-oriented OCB. Correlation analysis of service-oriented organizational citizenship behavior and its dimensions all show significant positive correlations, among which service-oriented organizational citizenship behavior had the highest degree of correlation with the loyalty dimension and the lowest degree of correlation with the service delivery dimension. Using hierarchical regression analysis, we found that age, education, marriage, years worked, and monthly income had significant explanatory power on service-oriented organizational citizenship behavior. In addition, after controlling the effects of personal traits, we found that LMX (Beta=.37, t=9.80, p=.00),
6 coworker exchange (Beta=.26, t=6.85, p=.00), and customer-employee exchange (Beta=.42, t=11.70, p=.00) significantly affected the service-oriented organizational citizenship behavior. Conclusion Through correlation analysis and regression analysis, this study found that LMX, coworker exchange, and customer-employee exchange significantly affect service-oriented organizational citizenship behavior. Thus, we confirmed the three hypotheses of this study. This study makes three contributions to the literature. First, most studies on social exchange discuss leader-member exchange. However, this study finds that providing hotel service relies on the integration of managerial, employee, and customer relationships. The delivery of superior service requires employees to establish and develop positive relationships with colleagues and customers. Thus, this paper studied coworker and customer-employee exchanges. Second, organizational citizenship behavior has received much attention from the management and organizational behavior field. Scholars have proposed that the service industry develop the appropriate definition and dimensions of organizational citizenship behavior that fits its development based on its features. Thus, this study used the three dimensions of service-oriented organizational citizenship behavior developed by Van Dyne, Graham, and Dienesch (1994) for service industry employees: loyalty, service delivery, and participation. Additionally, the study found that the three dimensions had good reliability and validity for the hotel service industry. Third, from the perspective of the LMX, coworker exchange, and customer-employee exchange relationship, this study built a social exchanges-organizational citizenship behavior effects model that can be used in future studies. This study found that positive relationships between employees and customers encourages customers to behave in ways that assist employees in providing quality service, such as by providing suggestions or even voluntary assistance. Therefore, businesses and managers should encourage or provide the assistance employees require for maintaining positive customer relationships, including administrative support, such as reward systems, bonuses, complete customer databases, and analyses of customer behavior. The results of this study should provide practical and theoretical assistance guidance for the rapidly growing domestic hospitality industry in terms of increasing service competitiveness and facilitating the strategic planning of human resource management.
7 References Bettencourt, L. A., Gwinner, K. P., and Meuter, M. L A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behaviors. Journal of Applied Psychology 86(1), Cho, S. and Johanson, M Organizational citizenship behavior and employee performance: Moderating effect of work status in restaurant employees. Journal of Hospitality and Tourism Research 32(3), Dansereau, F., Graen, G., and Haga, W. J A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance 13, Euwenma, M. C., Wendi, H., and Emmerik, H. V Leadership styles and group organizational citizenship behaviors across cultures. Journal of Organizational Behavior 28, Graen, G. and Cashman, J A role-making model of leadership in formal organizations: A development approach. In J. G. Hunt & L. L. Lawson (eds.), Leadership Frontiers (pp ). Kent, OH: Kent State University Press. Graen, G., Liden, R. C., and Hoel, W Role of leadership in the employee withdrawal process. Journal of Applied Psychology 67, Kamdar, D. and Van Dyne, L The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology 92(5), Kang, J. and Hyun, S. S Effective communication styles for the customer-oriented service employee: Inducing dedicational behaviors in luxury restaurant patrons. International Journal of Hospitality Management 31, Kim, S., O Neill, J. W., and Cho, H.-M When does an employee not help coworkers? The effect of leader-member exchange on employee envy and organizational citizenship behavior. International Journal of Hospitality Management 29(3),
8 Ma, E. and Qu, H Social exchanges as motivators of hotel employees organizational citizenship behavior: The proposition and application of a new three-dimensional framework. International Journal of Hospitality Management 30, Mario Castellanos Verdugo, Ma de los Á ngeles Oviedo García, José L. Roldán, and Nadine Veerapermal The employee customer relationship quality: Antecedents and consequences in the hotel industry. International Journal of Contemporary Hospitality Management 21(3), Organ, D. W., Podsakoff, P. M., and MacKenzie, S. B Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences, Sage, Thousand Oaks, CA. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., and Blume, B. D Individual- and organizational- level consequences of organizational citizenship behaviors: a meta-analysis. Journal of Applied Psychology, 94(1), Raub, S Does bureaucracy kill individual initiative? The impact of structure on organizational citizenship behavior in the hospitality industry. International Journal of Hospitality Management 27, Scott, K. D The development and test of an exchange-based model of interpersonal workplace exclusion. Ph. D. Dissertation, University of Kentucky, Lexington. Sierra, F. F. and McQuitty, S Service providers and customers: social exchange theory and service loyalty. Journal of Services Marketing, 19(6), Tang, T.-W. and Tang, Y.-Y Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management 31, Van Dyne, L., Graham, J. W., and Dienesch, R. M Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of Management Journal 37,
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