| Summary: | 博士 === 中國文化大學 === 國際企業管理研究所 === 88 === This study empirically examines the relationship between job standardization and internal service quality. In addition, this paper speculates that task uncertainty, charis-matic leadership and innovative organizational culture moderate the association be-tween job standardization and internal service quality as perceived by contact-customer employees.
The research problem of this paper is found in the existing literature. In general thinking, if the manager emphasizes more the standardization of the organization, the employee will have less job autonomy. As the employee is forced to use the same method to do his job again and again, the employee can easily sustain job burnout and impair the internal service quality. Some authors report that a poor employee-job inte-gration is unlikely to enhance discretionary effort. This undesirable situation is exacer-bated when employees are restricted in their working environment. However, other scholars disapprove that job standardization will badly influence the employee. As there are many standard procedures, processes or policies in the organization, the employee will understand how to clarify their job and will reduce role ambiguity and role conflict. Therefore, job standardization of the employee will enhance the internal service quality of the organization.
In summary, what is the relationship between job standardization and internal service quality? This is an unanswered question. The purpose of this paper is to explore their relationship. An analytical approach of methodology is applied to analyze the par-simonious relationship by the cross-sectional survey.
The data is composed of service contact-employees and is collected by 900 questionnaires. Customer contact-employees were asked about their levels of job stan-dardization, internal service quality, job satisfaction, organizational commitment, task uncertainty, charismatic leadership and innovative organizational culture. Of all samples, 145 different service firms responded by returning at least one questionnaire from an employee (a total of 459 questionnaires); of these, twenty-seven employees were unus-able because they were incomplete. Completed questionnaires were returned by 432 contact-employees (48% response rate).
Finally, the results indicate that job standardization is positively related to inter-nal service quality. In addition, the author speculates that task uncertainty of employees, charismatic leadership of supervisors and innovative culture of the organization moder-ate the relation between job standardization and internal service quality as perceived by customer contact-employees. However, these hypotheses were not supported by the em-pirical data. The contribution of this paper has two aspects .The theoretical: the paper can answer the research problem. The practical: this paper can offer insights into job standardization as to how to enhance the internal service quality of the organization.
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