Unit-level voluntary turnover rates and customer service quality: Implications of group cohesiveness, newcomer concentration, and size.
Author(s) -
John P. Hausknecht,
Charlie O. Trevor,
Michael J. Howard
Publication year - 2009
Publication title -
journal of applied psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.522
H-Index - 284
eISSN - 1939-1854
pISSN - 0021-9010
DOI - 10.1037/a0015898
Subject(s) - group cohesiveness , turnover , affect (linguistics) , service (business) , service quality , psychology , unit (ring theory) , work (physics) , inventory turnover , tertiary sector of the economy , business , quality (philosophy) , perception , sample (material) , marketing , demographic economics , social psychology , economics , management , chemistry , engineering , finance , mechanical engineering , philosophy , mathematics education , communication , epistemology , chromatography , neuroscience , stock exchange
Despite substantial growth in the service industry and emerging work on turnover consequences, little research examines how unit-level turnover rates affect essential customer-related outcomes. The authors propose an operational disruption framework to explain why voluntary turnover impairs customers' service quality perceptions. On the basis of a sample of 75 work units and data from 5,631 employee surveys, 59,602 customer surveys, and organizational records, results indicate that unit-level voluntary turnover rates are negatively related to service quality perceptions. The authors also examine potential boundary conditions related to the disruption framework. Of 3 moderators studied (group cohesiveness, group size, and newcomer concentration), results show that turnover's negative effects on service quality are more pronounced in larger units and in those with a greater concentration of newcomers.
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