服务员工的 STARA 意识和主动服务绩效

IF 3.8 4区 管理学 Q2 BUSINESS
Won-Moo Hur, Yuhyung Shin
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引用次数: 0

摘要

目的 本研究旨在探讨一线服务员工(FSEs)对其工作可被智能技术、人工智能、机器人和算法(STARA)替代的认识在其工作自主性和主动服务绩效中的作用,以及这些关系何时可以缓冲。本研究借鉴压力认知评估理论,考察了FSEs的STARA意识、工作自主性和主动服务绩效之间的中介关系,以及自我效能感和抗压能力对这种关系的调节作用。作者对301名在不同服务行业(如零售、食品/饮料、酒店/旅游和银行)工作的韩国FSEs进行了两波在线调查。第一阶段调查测量了受访者的 STARA 意识、自我效能感、应变能力和工作自主性,第二阶段调查评估了他们的主动服务绩效。当 FSE 的自我效能感较高时,STARA 意识与工作自主性之间的负相关关系比自我效能感较低时要弱。虽然作者没有观察到复原力的显著调节作用,但作者发现 STARA 意识、自我效能感和复原力之间存在微弱的三方交互作用。具体来说,只有当自我效能感和抗逆力都较低时,STARA 意识才与工作自主性呈负相关。研究局限/启示鉴于变量的测量依赖于自我报告数据,评分者的偏差可能会影响研究结果。此外,同时测量 STARA 意识、自我效能感、复原力和工作自主性可能会排除这些变量之间的因果推论。作者鼓励今后的研究采用更严格的方法,以减少评分者的偏差,并在变量之间建立更强的因果关系。实际意义服务公司可以通过培训使用这些技术所需的知识和技能,来降低 FSE 的 STARA 意识。在这种情况下,要想提高 FSE 的主动服务绩效,服务公司需要让他们参与 STARA 应用的相关决策,并允许他们精心设计自己的工作。服务管理人员应为金融服务工程师提供社会支持,发挥授权和支持性领导作用,帮助他们将 STARA 视为挑战而非威胁。通过将自我效能感和复原力作为重要的个人资源,使金融服务工程师免受 STARA 意识的有害影响,该研究为从业人员提供了见解,有助于金融服务工程师在数字化和自动化时代保持工作自主性和积极主动的服务绩效。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Service employees’ STARA awareness and proactive service performance

Purpose

This study aims to explore the role of frontline service employees’ (FSEs) awareness that their job can be substituted by smart technology, artificial intelligence, robotics and algorithms (STARA) in their job autonomy and proactive service performance and when these relationships can be buffered. Drawing on the cognitive appraisal theory of stress, the study examined the mediating relationship between FSEs’ STARA awareness, job autonomy and proactive service performance and the moderating effects of self-efficacy and resilience on this relationship.

Design/methodology/approach

The authors administered two-wave online surveys to 301 South Korean FSEs working in various service sectors (e.g. retailing, food/beverage, hospitality/tourism and banking). The Time 1 survey measured respondents’ STARA awareness, self-efficacy, resilience and job autonomy, and the Time 2 survey assessed their proactive service performance.

Findings

FSEs’ STARA awareness negatively affected their subsequent proactive service performance through decreased job autonomy. The negative association between STARA awareness and job autonomy was weaker when FSEs’ self-efficacy was high than when it was low. While the authors observed no significant moderation of resilience, the author found a marginally significant three-way interaction between STARA awareness, self-efficacy and resilience. Specifically, STARA awareness was negatively related to job autonomy only when both self-efficacy and resilience were low. When either self-efficacy or resilience was high, the association between STARA awareness and job autonomy became nonsignificant, suggesting the buffering roles of the two personal resources.

Research limitations/implications

Given that the measurement of variables relied on self-reported data, rater biases might have affected the findings of the study. Moreover, the simultaneous measurement of STARA awareness, self-efficacy, resilience and job autonomy could preclude causal inferences between these variables. The authors encourage future studies to use a more rigorous methodology to reduce rater biases and establish stronger causality between the variables.

Practical implications

Service firms can decrease FSEs’ STARA awareness through training in the knowledge and skills necessary to work with these technologies. To promote FSEs’ proactive service performance in this context, service firms need to involve them in decisions related to STARA adoption and allow them to craft their jobs. Service managers should provide FSEs with social support and exercise empowering and supportive leadership to help them view STARA as a challenge rather than a threat.

Originality/value

Distinct from prior research on STARA awareness and employee outcomes, the study identified proactive service performance as a key outcome in the STARA context. By presenting self-efficacy and resilience as crucial personal resources that buffer FSEs from the deleterious impact of STARA awareness, the study provides practitioners with insights that can help FSEs maintain their job autonomy and proactive service performance in times of digitalization and automation.

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来源期刊
CiteScore
7.80
自引率
20.50%
发文量
63
期刊介绍: ■Customer policy and service ■Marketing of services ■Marketing planning ■Service marketing abroad ■Service quality Capturing and retaining customers in a service industry is a vastly different activity to its product-based counterpart. The fickle nature of today"s consumer is a vital factor in understanding the factors which determine successful holding of market share - and the intense competition within the sector means practitioners must keep pace with new developments if they are to outwit competitors and develop customer loyalty.
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