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Perceived service orientation of res...

Groves, James Lee.

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Perceived service orientation of restaurant employees.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Perceived service orientation of restaurant employees./
作者:	Groves, James Lee.
面頁冊數:	141 p.
附註:	Source: Dissertation Abstracts International, Volume: 53-07, Section: B, page: 3433.
Contained By:	Dissertation Abstracts International53-07B.
標題:	Home Economics. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9235626

Perceived service orientation of restaurant employees.
Groves, James Lee.

Perceived service orientation of restaurant employees. - 141 p.

Source: Dissertation Abstracts International, Volume: 53-07, Section: B, page: 3433.

Thesis (Ph.D.)--Kansas State University, 1992.

Service quality increasingly has been the subject of research during recent years. Although researchers have attempted to examine this question from the view point of the customer, little research has been done to examine employees perception of service quality. This research examined perceived service orientation of restaurant employees using 850 employees and managers of a 12 unit, seated service, Mexican restaurant corporation. Data were collected on perceptions of service orientation and job attitudes; demographic information also was requested. General managers answered statements assessing their perceptions of the service orientation of their employees and the service level offered in the store. Operational information was provided by a company official. Responding employees tended to be single, female, young, work part-time, in front-of-the house positions to earn living expenses; had high levels of job satisfaction, felt a high degree of concern by the organization, and were assured about the permanence of their jobs. Principle component analysis of the service orientation statements resulted in the identification of three components. Personal focus dealt with a personal disposition to focus on providing good service. Organizational support measured the degree of total organization supported for providing good service. Reduced service under pressure examined the extent to which employees believed service change in stressful situations. The three components were found to be reliable and significantly different among stores. Those employees rating personal focus high tended to be female, work part-time, and attend college. Employees who rated organizational support high tended to be female. Employees who perceived little change in service during pressure situations tended to be female, work to make extra money, and work part-time voluntarily. Personal focus was best predicted by a model that included the variable of training. As employees scores for personal focus increased, hours of training decreased. Organizational support was best predicted by a model that contained labor yield and turnover, which were negatively correlated. The reduced service under pressure model was best predicted by sales, labor yield, managers rating, and turnover which were all positively correlated.Subjects--Topical Terms:

1019236
Home Economics.

Perceived service orientation of restaurant employees.
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300 $a 141 p.
500 $a Source: Dissertation Abstracts International, Volume: 53-07, Section: B, page: 3433.
500 $a Major Professor: Mary B. Gregoire.
502 $a Thesis (Ph.D.)--Kansas State University, 1992.
520 $a Service quality increasingly has been the subject of research during recent years. Although researchers have attempted to examine this question from the view point of the customer, little research has been done to examine employees perception of service quality. This research examined perceived service orientation of restaurant employees using 850 employees and managers of a 12 unit, seated service, Mexican restaurant corporation. Data were collected on perceptions of service orientation and job attitudes; demographic information also was requested. General managers answered statements assessing their perceptions of the service orientation of their employees and the service level offered in the store. Operational information was provided by a company official. Responding employees tended to be single, female, young, work part-time, in front-of-the house positions to earn living expenses; had high levels of job satisfaction, felt a high degree of concern by the organization, and were assured about the permanence of their jobs. Principle component analysis of the service orientation statements resulted in the identification of three components. Personal focus dealt with a personal disposition to focus on providing good service. Organizational support measured the degree of total organization supported for providing good service. Reduced service under pressure examined the extent to which employees believed service change in stressful situations. The three components were found to be reliable and significantly different among stores. Those employees rating personal focus high tended to be female, work part-time, and attend college. Employees who rated organizational support high tended to be female. Employees who perceived little change in service during pressure situations tended to be female, work to make extra money, and work part-time voluntarily. Personal focus was best predicted by a model that included the variable of training. As employees scores for personal focus increased, hours of training decreased. Organizational support was best predicted by a model that contained labor yield and turnover, which were negatively correlated. The reduced service under pressure model was best predicted by sales, labor yield, managers rating, and turnover which were all positively correlated.
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