| Summary: | 碩士 === 大同大學 === 事業經營學系(所) === 97 === Taiwan has transitioned itself from the phase of industrial-economy orientation to service-industry orientation in the process of its economic development, and has closely aligned itself with the economic pattern witnessed in advanced countries such as the US, Germany and Japan. The role played by the service industry is of evermore importance due to the increase in personal income that brings about more demands on consumer-related service industry, as well as the professional division of labor that stimulates the development of the service industry that is distributive and technically supportive in nature. The commitment to customer-service quality has received ample attention from a number of marketing scholars. International scholars emphasized on the importance of the commitment to service quality, as well as explore the factors and results of how frontline service employees impacts on such commitment, but few studies are done by domestic scholars on frontline service employees’ commitment to service quality, hence rousing the concern in this study regarding the commitment to service quality of frontline service employees. This study investigated Starbucks’ frontline employees and managers.
This study used registered questionnaires to investigate 36 stores’ frontline employees and managers’ commitment to service quality, antecedent factors of service quality (Formal training, coaching, and rewarding) and consequence factors of commitment to service quality (Job satisfaction, commitment to organization, job performance, and organizational citizenship behavior). In order to examine the behavior section of employees’ self reporting survey, we asked managers assessment employees’ job performance and organizational citizenship behaviors. This study pointed out: 1. Formal training, coaching, and rewarding will increase frontline employees’ commitment to service quality. 2. Commitment to service quality will increase frontline employees’ affective and behavior consequence. 3. The consistency between managers and frontline service employees commitment to service quality has significant moderating effect. In the process of evaluating job performance, the said evaluation is usually conducted with concrete and quantified indicators; for example, job performance is evaluated by sales figures or customer satisfaction. So, there is no significant differentia between self reporting survey and third-party evaluations in the context of job performance. Concerning the aspect of OCBs, the management may not make notice of it for the reasons that such aspect does not constitute a major item of evaluation for the management, and the OCBs is mostly self-initiated by staff. In addition, employees’ overly high self-awareness could lead to the differentia between self reporting survey and third-party evaluations. Therefore, there exists significant differentia between self reporting survey and third-party evaluations.
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