K. Douglas Hoffman, Scott W. Kelley and Beth C. Chung
This study was undertaken to investigate service failures relating to problems with the management of the servicescape. Of the 1,370 failure critical incidents collected, 123 were…
Abstract
This study was undertaken to investigate service failures relating to problems with the management of the servicescape. Of the 1,370 failure critical incidents collected, 123 were identified as servicescape failures. The three primary types of servicescape failures most likely to occur, listed in order of frequency, include cleanliness issues, mechanical problems, and facility design issues. The study also identifies eight servicescape subfailure type categories and discusses failure ratings, recovery strategies, recovering ratings and customer retention rates.
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Beth G. Chung, Lynn M. Shore, Justin P. Wiegand and Jia Xu
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational…
Abstract
Purpose
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships.
Design/methodology/approach
Data from 336 employees in 55 teams were collected at two time points from an educational media company in China.
Findings
Results from multi-level modeling suggest that, for employees, the inclusive psychological climate to trust relationship has both direct and indirect effects, including a serially occurring indirect effect through leader inclusion and workgroup inclusion. For the inclusive psychological climate to organizational identification relationship, there were only indirect effects, including a serially occurring indirect effect through both leader inclusion and workgroup inclusion.
Research limitations/implications
These results suggest the value of an inclusive psychological climate for setting the stage for more localized inclusion experiences through the leader and the workgroup. These inclusionary work environments promote social exchange as shown by employer trust and social identification with the organization.
Originality/value
This study examines the combined and serial effects of an inclusive psychological climate, leader inclusion, and workgroup inclusion on outcomes that represent a deep connection with the organization (organizational trust and organizational identification).
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Karen Holcombe Ehrhart and Beth G. Chung
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in…
Abstract
Purpose
This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.
Design/methodology/approach
Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.
Findings
Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.
Research limitations/implications
Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.
Practical implications
Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.
Originality/value
This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.
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Beth G. Chung, Michelle A. Dean and Karen Holcombe Ehrhart
This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and…
Abstract
Purpose
This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.
Design/methodology/approach
Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.
Findings
This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.
Practical implications
Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.
Originality/value
This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.