Amarjit S. Gill, Alan B. Flaschner and Mickey Shachar
The paper seeks to extend Coulter and Coulter (2002) findings regarding the impact of “person‐related” service characteristics (empathy, politeness, and similarity) and…
Abstract
Purpose
The paper seeks to extend Coulter and Coulter (2002) findings regarding the impact of “person‐related” service characteristics (empathy, politeness, and similarity) and “offer‐related” service characteristics (customization, competence, and promptness) by examining business client trust in their current bank service representatives based on the length of the relationships with their banks.
Design/methodology/approach
The paper tested the effects of the above variables by collecting data from small business owners in the transportation industry in British Columbia, Canada. Clients were surveyed as to their beliefs about and feelings toward their bank service representatives.
Findings
The findings in this paper demonstrate that all six factors are related to trust building in general, but the factors are more salient at different periods of the relationship with their banks. Customization was found to be of particular importance at “crucial” periods of time in the business life cycle.
Practical implications
The results in this paper demonstrate how relationship‐managers at banks can work toward the establishment of their clients' trust by emphasizing the attributes that meet their clients' respective and timely needs.
Originality/value
In this paper Coulter and Coulter (2002) documented that both “person‐related” and “offer‐related” service characteristics have an impact on trust. This study focused on and presents the relative importance of these characteristics in general and across various time periods in particular. The results uniquely demonstrate that the relative importance of the factors in building trust varies according to stages in the life cycle of the businesses.
Details
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Amarjit S. Gill, Alan B. Flaschner and Mickey Shachar
To examine the impact of transformational‐leadership on job stress (JS) and the impact of (JS) on burnout.
Abstract
Purpose
To examine the impact of transformational‐leadership on job stress (JS) and the impact of (JS) on burnout.
Design/methodology/approach
Hospitality industry employees were interviewed regarding the type of leadership used by their managers, the stress they felt due to their jobs, and the degree to which they felt they were “burned out.”
Findings
Degree of perceived burnout is related to degree of perceived stress and degree of perceived stress is related to type of leadership employed by managers.
Practical implications
If employees perceive that their managers are using transformational‐leadership, (JS) is perceived as less than if it is perceived as not being used. Given the costs associated with employee replacement, reduced burnout means a reduction in those costs. And, the social and economic cost to society of treating employees who are “burned out” is reduced.
Originality/value
This paper shows that the relationship between type of leadership, (JS) and burnout is not only the province of “white collar” employees but extends to lower levels in the organizational hierarchy as well. Customer‐contact workers in hotels/motels and restaurants are subject to the same feelings as nurses or other professionals. It may not be the degree of stress that causes burnout. Both higher paid and lower paid workers understand that there is stress associated with their jobs and understand that change, by definition, is stressful; but the methods their managers use to encourage acceptance of change play a large role in how stressful such changes are perceived. The paper also points out how hospitality managers can mitigate stress and burnout of their employees by implementing transformational leadership methods and techniques and the challenges that they might face through this implementation process.