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Linking service-oriented human resource practices bundle and frontline employee service performance: A test of cross-level mediating processes

Published online by Cambridge University Press:  07 April 2022

Chih Huang Open the ORCID record for Chih Huang [Opens in a new window]  and
Jui-Chen Peng Open the ORCID record for Jui-Chen Peng [Opens in a new window]
Chih Huang*
Affiliation:
Economics & Management College, Zhaoqing University, Duanzhou District, Zhaoqing City, Guangdong, China
Jui-Chen Peng*
Affiliation:
Economics & Management College, Zhaoqing University, Duanzhou District, Zhaoqing City, Guangdong, China
*
Author for correspondence: Chih Huang, E-mail: [email protected]; Jui-Chen Peng, E-mail: [email protected]
Author for correspondence: Chih Huang, E-mail: [email protected]; Jui-Chen Peng, E-mail: [email protected]
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Abstract

Drawing on conservation of resources and signaling theories, this research aims to develop a cross-level serial mediation model of branch-level predictors of frontline employees' service performance. Specifically, we examined whether the service-oriented human resource practices bundle (SO-HRP bundle) affects frontline employees' service performance via person–environment fit (P–E fit) and work engagement. Based on a sample of 327 employees and their supervisors across 70 branches of two service corporations in Taiwan, it was found, first, that the SO-HRP bundle and work engagement have a significant positive relationship; second, that person–organization fit and person–job fit was each positively linked with work engagement; and finally, that the SO-HRP bundle sequentially formed a positive link with frontline employee service performance through P–E fit and work engagement. The findings shine new light on the cross-level serial mediation processes whereby employee service performance is enhanced owing to the SO-HRP bundle.

Keywords

Person–job fitperson–organization fitservice performanceservice-oriented human resource practicework engagement
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 5 , September 2023 , pp. 815 - 832
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2022

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