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Given the polyphony around service orientation related constructs coming from both Marketing and Organizational Behavior researchers, the first purpose of this paper is to delineate the construct of service orientation, and second, recognizing the focal role of employees for offering services of high quality, it investigates the complex relationship between service orientation and job satisfaction.

This paper draws upon theories and arguments from marketing and organizational behavior to identify “organizational service orientation” (OSO) as a common basis for both scholarships. Grounded on the review of the impact of OSO and job satisfaction constructs to each other, the authors develop research propositions, and discuss implications of the proposed relationships for both.

The paper explicates the positive impact of OSO on job satisfaction but also puts forward a positive influence of job satisfaction on OSO, suggesting hence a reciprocal relationship between the two.

First, this paper offers construct clarification for OSO, bridging disciplinary and audience divides. Second, it argues over the reciprocal relationship between OSO and job satisfaction, indicating the necessity to invest on maximizing both constructs in order to ultimately optimize the service experience of customers.

The purpose of this paper is to discuss the need to evaluate perception-based quality in service encounters. It sets out to diagnose potential mismatches in how customers and front-line employees perceive quality in high-involvement service settings, based on the premise that any initiative toward quality enhancement in service encounters is advisable only when employees and customers evaluate quality utilizing common perceptual structures.

The study utilizes invariance analysis. The survey involved 165 bank branches and 1,522 respondents (463 front-line employees and 1,059 customers) and operationalized the same set of questions for both groups of participants. Multisample confirmatory factor analysis tested a series of measurement models.

Results revealed equivalence for tangibles, responsiveness and assurance but also mismatches between customers and front-line employees perceptions of reliability and empathy.

Findings add to current knowledge of how both groups of participants evaluate quality in service encounters and are discussed with reference to managerial consequences for perception-based quality mismatches.

So far only a few studies have simultaneously examined front-line employees’ and customers’ perceptions of service quality in service encounters. Unlike previous research designs, this study addresses the critical aspect of potential mismatches in how customers and employees perceive service quality, and presents a methodological procedure to detect them.

Recent years have seen an increasing interest in leader’s use of humor among organizational scholars. In this regard, leader positive humor has been shown to be related to leader effectiveness. However, to date there is limited theoretical and empirical attention regarding the relationship between self-deprecating humor in particular and leadership effectiveness. As such, the purpose of this paper is to examine the impact of leader’s self-deprecating humor on follower’s perceptions of leader effectiveness. In doing so, the authors also encompassed trust in leader as a mediator.

Data were collected from three different samples. The authors examined the hypotheses using hierarchical regression, bootstrapping analysis and Sobel test.

Results produced consistent evidence that the use of self-deprecating humor by the leader positively affects his/her perceived effectiveness and that this relationship is partially mediated by trust in leader.

A main limitation of the present research relates to its cross-sectional design that cannot infer causality. In addition, data were gathered from a single source. As such, this may raise the possibility of common method bias.

The present paper contributes to the limited theoretical and empirical organizational research regarding the role of leader self-deprecating humor. More specifically, this is the first study, to the best of authors’ knowledge that links this type of humor to his/her effectiveness.

Despite the fact that hotels rely heavily upon frontline employees, extant evidence on what makes a hotel attractive in the eyes of job applicants is scarce. Thus, this paper aims to incorporate the Big Five personality traits model to identify what potential hotel job applicants are likely to seek in their prospective employers.

Applicants for non-managerial, frontline posts at upscale hotels were approached via three branches of a career agency located in England, UK; their responses were gathered via a self-administered questionnaire. The 522 usable responses were used in a covariance-based, multi-group structural equation modeling scheme to investigate three main research propositions with regards to the applicants’ personality traits’ influence on their perceptions of a hotel’s attractiveness as a potential employer.

Analysis of responses indicates significant differences regarding the impact of extraversion, conscientiousness and openness on perceived facets of employer attractiveness. Additionally, findings suggest that high self-esteem does make applicants more demanding, while work experience also influences their preferences regarding the hotels’ profiles as an employer.

The results of this study are limited to applicants for non-managerial, frontline job positions in upscale hotels in the UK.

Practically, this study offers practitioners valuable feedback regarding the potential applicant’s personality profile that grants the best fit with an upscale hotel.

While different studies tried to identify the organizations’ attributes that attract potential applicants, evidence on what attracts individuals to a hotel is very limited. Hence, the present study tries to address this gap and link potential applicants’ personality profiles with that of hotels as employers.

Overall employee satisfaction may be used as a referral point when trying to understand or explain a dissatisfying incident. In this context, this study examines if, in case of a major dissatisfying organizational incident, employees' prior overall view of their employment relationship changes their perception of current employment relationship's quality. Specifically, it is expected that job satisfaction, perceived organizational support (POS), organizational identification, and organizational loyalty cause significant differences among employees, with regards to their beliefs about contract breach after a major organizational change. The study took place in Greece, where organizations that had recently gone through a merger or acquisition (MorA) were asked to allow employee participation in the study. Independent t-tests confirmed most of the hypotheses stated.

This paper aims to set out to add to extant knowledge by delineating the content of employer of choice (EOC) regardless of sector and shedding light on the role of gender in the EOC profile. Becoming an employer of choice (EOC) is a strategy that can help organizations manage current and prospective employee expectations of their employment relationship.

Responses were gathered from 896 working adults. The questionnaire was developed by the researchers to reflect the employment experience. Parallel analysis and factor analysis were used to analyze the content of the EOC, and t-tests compares EOC factors between male and female individuals.

The results verify the multi-dimensionality of EOC and enrich its content. The most important facets of EOC for employees are the quality of workplace relationships, work prerequisites and satisfying work setting as the most important. With regards to how male and female employees perceive the EOC, both differences and similarities were found.

Key limitations pertain to its cross-sectional design, the fact that gender is examined in isolation of other forms of identity that may interact with gender, and the fact that all respondents were Greek and white-collar.

The findings can support HR and marketing managers in their effort to attract talented individuals and retain and activate talented employees.

Existing evidence identifies the profile of EOCs within specific sectors, while we construct an EOC profile that crosses sector boundaries. Moreover, it is the first time that research into EOC takes gender into consideration in a structured way to offer a clearer understanding of what is valued by individuals.

This study seeks to investigate the impact that learning orientation, internal and external customer orientation have on quality of care delivered to patients. Additionally, given the differences between managerial and non‐managerial employees regarding organizational value perception and focus on the needs of internal customers and patients, the study aims to examine potential variations in these relationships.

The study took place in ten out of 31 public hospitals operating in the five largest districts in continental Greece. Hospitals were chosen on a random basis. Out of 800 questionnaires that were personally administered, 499 usable responses were gathered.

The extent to which employees create and use knowledge and focus on satisfying the needs of both internal customers and patients is indicative of the quality of care provided. In addition, only managerial employees believe that learning orientation reinforces quality of care.

The fact that employees rated quality of care delivered to patients and that most employees had extended tenure should be taken into consideration when interpreting these findings.

Top management needs to create a strong and clear culture that emphasizes learning, as well as internal customer and patient orientation, and infuse them among all organizational members. Moreover, human resource management policies should be aligned to meeting or exceeding patients' requests and expectations.

The paper enhances existing knowledge with regard to the antecedents of offering medical care of high quality.

This paper seeks to examine how values comprising organizational culture impact on employees' job satisfaction, taking also into account their gender and age.

The study took place in all three public hospitals located in a major Greek city, where 125 usable questionnaires were gathered. The measures adopted include the Organizational Culture Profile and the Job Descriptive Index. The statistical analyses include descriptive statistics, stepwise regression analyses, and t‐tests.

Findings suggest that employees recognize certain cultural traits as job satisfaction amplifiers. These are fairness, opportunities for personal growth, enthusiasm for the job and good reputation. On the other hand, another cultural trait, that is aggressiveness, seems to confine job satisfaction. Going a step further, it appears that employee gender and age influence the way that the organizational values affect their job satisfaction. This influence is in accordance with gender and age profiles identified by literature.

Employers can incorporate these findings by shaping organizational culture in such a way as to enhance the overall level of job satisfaction of their employees, making them more willing to remain and build their career within the organization. This way, the organization can minimize the chances of losing talented individuals and is thus more likely to create a competitive advantage.

These findings help in creating a better understanding of job satisfaction and delineating its relationship with organizational culture.

The purpose of this paper is to explore the effect that training and development have on employee burnout during episodic organizational changes. Moreover, it investigates the mediating role of overall job satisfaction (OJS) in conjunction with the moderating role of personal computer (PC) literacy.

The study took place in Greece, in four branches of a public organization which adopted a new information technology (IT) system. Statistical analyses include exploratory and confirmatory factor analysis for instrument testing and multiple regressions for mediated moderation.

The findings provide partial support to the hypotheses. It appears that employee training and development are significant predictors of burnout, indeed. However, OJS mediates the effect of one dimension of each, namely training effectiveness and support. Concerning PC literacy, a full-mediated moderation was revealed in the case of training effectiveness and a partial-mediated moderation in the case of support.

As with most studies examining change initiatives, the main limitations of this study are the cross-sectional design, the possible self-selection bias, and the limited sample size.

The findings are important for preventing burnout during IT-related episodic changes, facilitating the successful implementation of change.

To the best of knowledge, this study is the first to examine burnout in a changing public setting. Additionally, no previous direct evidence exists regarding the relationship between training and development and burnout while the evidence on the impact of organizational resources on burnout is scarce.

Realizing the importance of value congruence between employees and organizations, the purpose of this paper is to examine the impact of person‐organization (P‐O) fit on employee behavior through the exit, voice, loyalty, and neglect typology within the Greek public sector. Furthermore, it tests the mediating role of job satisfaction on these relationships.

The study took place in all three public hospitals located in a major Greek city, where 125 usable questionnaires are gathered. The statistical analyses include descriptive statistics and stepwise regression analyses.

Evidence from the private sector in the field of P‐O is transferable, at least to some extent, to the public sector, as the level of P‐O fit increases loyalty and reduces neglect. However, job satisfaction mediates the relationship only between P‐O fit and loyalty.

In an era that a major goal for both private and public organizations is to maximize performance ensuring a compatible workforce is an imperative. It is thus highly important that human resource management policies and practices are decentralized, to allow public organizations meet economic and social challenges.

The added value of the present paper lies in the fact that the factors related to the setting and the individual are decisive for the impact that P‐O fit has on employee responses.