TY - JOUR
T1 - To be engaged or not to be engaged
T2 - The antecedents and consequences of service employee engagement
AU - Menguc, Bulent
AU - Auh, Seigyoung
AU - Fisher, Michelle
AU - Haddad, Abeer
PY - 2013/11
Y1 - 2013/11
N2 - Drawing on the Job Demand-Resource (JD-R) model, this study explores the antecedents and consequences of service employee engagement. The model examines the main effect of resources (autonomy, feedback, and support) on engagement and how the interaction among resources impacts engagement. Further, the model also examines the mediating role of engagement in linking resources to customers' perceived level of service employee performance. The study uses multi-level modeling on data from 482 service employees and customers in 66 retail stores. Results suggest that supervisory feedback is positively related to engagement while supervisory support is not. More engagement is related to more positive service employee performance. Regarding the interactions, supervisory support had a positive effect while supervisory feedback had a negative effect on engagement at high levels of perceived autonomy. Also, engagement was a full mediator between supervisory feedback and service employee performance. Implications for retail service management are discussed.
AB - Drawing on the Job Demand-Resource (JD-R) model, this study explores the antecedents and consequences of service employee engagement. The model examines the main effect of resources (autonomy, feedback, and support) on engagement and how the interaction among resources impacts engagement. Further, the model also examines the mediating role of engagement in linking resources to customers' perceived level of service employee performance. The study uses multi-level modeling on data from 482 service employees and customers in 66 retail stores. Results suggest that supervisory feedback is positively related to engagement while supervisory support is not. More engagement is related to more positive service employee performance. Regarding the interactions, supervisory support had a positive effect while supervisory feedback had a negative effect on engagement at high levels of perceived autonomy. Also, engagement was a full mediator between supervisory feedback and service employee performance. Implications for retail service management are discussed.
KW - Employee engagement
KW - Job Demand-Resources (JD-R) model
KW - Perceived autonomy
KW - Service employee performance
KW - Supervisory feedback
KW - Supervisory support
UR - http://www.scopus.com/inward/record.url?scp=84880933554&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84880933554&partnerID=8YFLogxK
U2 - 10.1016/j.jbusres.2012.01.007
DO - 10.1016/j.jbusres.2012.01.007
M3 - Article
AN - SCOPUS:84880933554
SN - 0148-2963
VL - 66
SP - 2163
EP - 2170
JO - Journal of Business Research
JF - Journal of Business Research
IS - 11
ER -