Understanding the mechanisms of the relationship between shared values and service delivery performance of frontline employees

Abstract

Service firms strive to encourage their frontline employees (FLEs) to develop attitudes and behaviors that support excellent service delivery. Anchored in the conservation of resources (COR) theory, this study aims to understand the mechanisms through which shared values influence FLEs’ service delivery performance. The study contributes to the HRM literature by developing and testing a conceptual framework among FLEs in the British hospitality industry. Findings reveal that shared values as a key workplace resource enhances the service delivery performance of FLEs through the following key intervening mechanisms: perceived organizational support, emotional exhaustion, job satisfaction, and affective organizational commitment. Findings further demonstrate a direct relationship between shared values and emotional exhaustion and an indirect relationship between emotional exhaustion and service delivery performance via affective organizational commitment and job satisfaction. Managerial implications and suggestions for future research are presented.