Effects of co-worker support and customer cooperation on service employee
attitudes and behaviour: Empirical evidence from the airline industry
Thanawut Limpanitgul a, * , Matthew J. Robson b , Julian Gould-Williams c , Weerawit Lertthaitrakul d a Faculty of Management Sciences, Kasetsart University, 199 M.6 Sukhumvit Road, Si Racha, Chonburi 20230, Thailand b Leeds University Business School, University of Leeds, United Kingdom c Cardiff Business School, Cardiff University, United Kingdom d Faculty of Business Administration, Sripatum University, Thailand a r t i c l e i n f o Article history: Received 3 October 2012 Accepted 24 May 2013 Available online Keywords: Airline Co-worker support Customer cooperation Service employee Job attitude Mediation a b s t r a c t The service marketing literature promotes the importance of customers and co-workers in providing excellent service delivery. Using a sample of 335 cabin service attendants of a major ag-carrier airline, we examine structural effects of support received from customers and co-workers on service employees attitudes and behaviours. In support of our hypotheses, we identify that the relationships between customer cooperation and external representation (i.e. the willingness of employees to promote the organization to outsiders), and the relationship between co-worker support and internal inuence (i.e. employees involvement in recommending service improvements) are fully mediated by job satis- faction and organizational commitment. However, the data did not support two of our hypotheses, namely the effect of organisational commitment on internal inuence, and the effect of customer cooperation on organisational commitment. It is possible that these non signicant ndings are a consequence of our respondents collectivistic values along with their differentiating between the or- ganization and customers. 2013 The Authors. 1. Introduction The tourism industry has grown to become one of the largest and most important sectors in many countries. The industry con- tributes more than nine percents of world GDP and represents ten percent of employment worldwide (World Travel and Tourism Council, 2011). This said, there are growing numbers of tourism- related rms, resulting in intense competition between rival com- panies. As such, the pursuit of service excellence is considered an essential strategy (Gould-Williams, 1999). Increasing numbers of service providers seek to deliver superior service to customers in order to exceed customer expectations (Peccei & Rosenthal, 2001). Scholars have suggested that quality can be enhanced when em- ployees do that little bit extra for the customer (Ennew & Binks, 1999). As a result, a signicant number of studies of employee extra-role behaviours have been carried out in various service contexts. The empirical evidence to date supports the signicant role of organisational citizenship behaviour (hereafter OCB), which is dened as employee discretionary behaviour that is intended to help either individuals or organisations (see Podsakoff, Whiting, Podsakoff, & Blume, 2009 for review). However, Bell and Menguc (2002) reported that most studies rely on generic measures of OCB which are assumed to be appli- cable across contexts. To date, little is known about citizenship behaviours that are service-specic. The signicance of these service-specic behaviours stems from an observation that some forms of OCB might be more appropriate for some sectors than others (Borman & Motowidlo, 1993). In the service sector, where employees have special requirements on dimensions related to dealing with customers and representing the organisation to out- siders (p. 90), studies have attempted to identify specic forms of service employee citizenship behaviour (SECB). One prevalent stream of work (e.g. Bettencourt & Brown, 1997) has emphasised prosocial service behaviour (PSB), which represents positive be- haviours that service employees direct at customers and co- workers. The service literature reveals two other dimensions of employee behaviour, namely internal inuence and external rep- resentation which are critical to the success of service organisations (cf. Bowen & Schneider, 1985). According to Bettencourt, Gwinner, and Meuter (2001), external representation reects allegiance to the organisation through the promotion of its interests and image to outsiders whereas internal inuence refers to involvement and * Corresponding author. E-mail addresses: fmstnl@src.ku.ac.th, topthana@gmail.com (T. Limpanitgul). Contents lists available at ScienceDirect Journal of Hospitality and Tourism Management j ournal homepage: ht t p: / / www. j ournal s. el sevi er. com/ j ournal - of - hospi t al i t y- and- t ouri sm- management 1447-6770/$ e see front matter 2013 The Authors. http://dx.doi.org/10.1016/j.jhtm.2013.05.004 Journal of Hospitality and Tourism Management 20 (2013) 23e33 contribution of constructive ideas to improve service quality delivered by the company and its workers. While the literature has paid some attention to identifying drivers of PSB, the origins of internal inuence and external representation remain largely un- known. This is an issue as the drivers of internal inuence and external representation may be different to those of PSB. In the absence of evidence, it is possible for practitioners to assume that components of SECB (i.e. PSB, internal inuence and external rep- resentation) are equivalent, as in the recent case of Virgin Atlantic, who red employees for negatively representing the organisation to outsiders on Facebook on the basis that these individuals could not possibly be good service providers (The Sun, 1 November 2008). In service organisations, co-workers and customers are considered important elements of service work (Korczynski, 2002; Susskind, Kacmar, & Borchgrevink, 2007; Zeithaml, Bitner, & Gremler, 2009). There are recognitions of the service provider- customer interdependence (Netemeyer, Boles, McKee, & McMurrian, 1997; Schneider & Bowen, 1992; 1995; Schneider et al, 2003) and the essence of co-worker cooperation (Azzolini & Shillaber, 1993) in the delivery of excellent service. However, only few studies have examined these interpersonal exchange re- lationships (Ladd & Henry, 2000; Sherony & Green, 2002). Specif- ically in the service context, little attention has been given to the support that employees may receive from other concerned parties during service provision despite its promising effects on employee responses (Yoon, Seo, & Yoon, 2004). The main objective of this study is to provide a holistic understanding of SECB and support received from co-workers and customers. In this respect, we make two main contributions to the literature. First, the extant literature reviewreveals that only a limited number of studies have considered the effects of support on psychological and behavioural responses of the service employee. In addition, existing con- ceptualisations of relationships among these variables are some- how mixed. Therefore, the present study seeks to empirically provide evidence of the theoretically-anchored structural expla- nation between support and service behaviour. Second, we focus on identifying the drivers of multi-component SECB. To our knowl- edge, no prior work has focused on the drivers of SECB as a whole (incorporating PSB, internal inuence, and external representa- tion), limiting managerial understanding of the facets of citizenship behaviours. Following the section addressing the development and con- ceptualisation of service employee citizenship behaviour, we introduce our theoretical model and develop our hypotheses. Then, the paper describes the measurement process, including the sam- ple characteristics obtained from a major ag-carrier airline designed to test our proposed model and hypotheses. Finally, we conclude the paper with discussions of the implications and limi- tations of the ndings and suggest avenues for future research. 2. Conceptual background 2.1. Development of service employee citizenship behaviour Based on the OCB literature, with particular reference to the role of service employees, Bettencourt and Brown (1997) con- ceptualised PSB as comprising of two dimensions of discretionary behaviours which employees directed at external customers (i.e. extra-role service delivery) and, internally, at their co-workers (i.e. cooperation), as well as role-prescribed tasks that employees are required to perform for customers. Taken together, PSB can be dened as behaviours, both in-role and extra-role, directed towards customers and co-workers that ultimately affect service perfor- mance as perceived by customers (Bettencourt & Brown, 1997). Later, Bettencourt et al. (2001) introduced a newtailored formof OCB called service-oriented OCB which consists of three funda- mental roles of service employees that derive from the position of boundary spanners including loyalty, participation and service delivery. Their conceptualisation of service-oriented OCB was largely inuenced by concept of loyalty, participation, and consci- entiousness introduced by Van Dyne, Graham, and Dienesch (1994). In subsequent work (i.e. Bettencourt & Brown, 2003; Bettencourt, Brown, & MacKenzie, 2005), two of the three com- ponents of service-oriented OCB, loyalty and participation have been renamed external representation and internal inuence, respectively. Surprisingly, the later studies (i.e. Bettencourt & Brown, 2003; Bettencourt et al., 2005; Bettencourt et al., 2001) mainly focus on organisational-related citizenship behaviours (i.e. external representation and internal inuence) and ignore the importance of the extra-role customer service delivery element and cooperation among co-workers proposed earlier (cf. Bettencourt & Brown, 1997). To the best of the authors knowledge, no study has simultaneously examined all these ve aspects of service-specic OCB. Given that there is no existing term for the construct that includes all these dimensions, the present study employs the label SECB to distinguish this concept fromother terms of service-related OCB. 2.2. Conceptualisation of service employee citizenship behaviour Inconsistency in OCB conceptualisations, that is, multi- dimensional versus multi-component approaches, is evident in the literature. This is also the case with tailored forms of OCB in the services marketing context. The problem seems to be exacerbated by the very small number of papers on tailored OCB related to the service context. This said, there is growing evidence supporting the conceptualisation of the three service delivery behaviours (i.e. in- role service delivery, extra-role service delivery, and cooperation) within a higher-order construct. There is no easy distinction be- tween in-role and extra-role service behaviours. To this point, Morrisons (1994) study showed that variation exists in how in- dividuals implicitly dene and measure OCB. The boundary be- tween what is perceived as in-role and extra-role varies; some individuals view specic behaviours as in-role, while others view these same behaviours as beyond their duties (Kwantes, Karam, Kuo, & Towson, 2008). Lam, Hui, and Law (1999) demonstrated empirically that employees in collectivistic societies (Hong Kong and Japan) were more likely to dene OCBs as part of expected job behaviour than employees in individualistic societies (Australia and the United States). Employee perceptions of extra-role behaviours as in-role may result in employee engagement of such behaviours (Coyle-Shapiro, Kessler, & Purcell, 2004). It is, therefore, more appropriate to consider extra-role and in-role behaviours within a higher-order construct (Ackfeldt & Wong, 2006). Accordingly, we employed a higher-order conceptualisation of the individual- directed service-related behaviour constructs that comprise PSB. Following prior studies (Bettencourt & Brown, 2003: Bettencourt et al., 2005), the remaining two parts of SECB (i.e. in- ternal inuence and external representation) are modelled as separate, distinct components. The justication is that: (1) These constructs are not closely connected to customer service delivery, thus allowing the employee to more easily separate themselves from their role-prescribed duties. Moornman and Blakely (1995) concluded that individual initiative and loyal boosterism (i.e. in- ternal inuence and external representation in our study) are easily distinguishable from in-role behaviour. Additionally, external rep- resentation, by denition, occurs outside the work setting; (2) With reference to Williams and Andersons (1991) two-factor approach T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 24 to OCB (i.e. organisation-directed OCB and individual-directed OCB), internal inuence and external representation constructs are a conceptually distinct group of behaviours that is targeted to improve the organisation rather than promoting customer service per se. 3. Research hypotheses 3.1. Job satisfaction and organisational commitment Although existing research has produced a considerable amount of empirical evidence concerning the relationships between employee job satisfaction, organisational commitment and OCB, few OCB studies have examined these two attitudinal constructs at the same time. With recognition of the interdependence between job satisfaction and organisational commitment (Luthans, 2002; Rayton, 2006) and the importance of both constructs in under- standing employee behaviour (Harrison, Newman, & Roth, 2006; Tett & Meyer, 1993), services scholars have called for further studies to investigate and to incorporate both attitudinal variables in future research on prosocial service behaviour (Ackfeldt & Wong, 2006; Bettencourt & Brown, 1997). Although job satisfaction and organisational commitment are job attitudes, job satisfaction is believed to cause organisational commitment because it is more specic, less stable, and more rapidly formed (Williams & Hazer, 1986). Job satisfaction reects immediate reactions to job facets (Locke, 1976), thus forming soon after organisation entry. On the other hand, commitment is thought to develop more slowly in the workplace, and after the individual possesses a good understanding not only of the job but also of organisational goals and values, performance expectations and their consequences, and the implications of membership mainte- nance (Mowday, Porter, & Steers, 1982). Thus, organisational commitment is seen as forming and stabilising sometime after organisational entry with more immediate formation of job satis- faction acting as one of its many determinants (Vanderberg &Lance, 1992, p. 154). Previous evidence consistently supports the view that job satisfaction among service employees leads to higher levels of organisational commitment (e.g. Bettencourt & Brown, 2003; Bettencourt et al., 2005; Brown & Peterson, 1994; Lee, Nam, Park, & Lee, 2006; MacKenzie, Podsakoff, & Ahearne, 1998). In particular, prior work appears to favour the causal precedence of job satisfaction in the development of emotional attachment of employees. We thus propose positive relationships between job satisfaction and organisational commitment. H1: There is a positive relationship between job satisfaction and organisational commitment 3.2. Job satisfaction and SECB The notion that job attitudes are related to job performance continues to attract much attention in organisation studies (Bowling, 2007). Job satisfaction is asserted to be the focal employee attitude from both research and practical perspectives (Saari & Judge, 2004). Two inuential denitions of job satisfaction were offered by Locke (1969, 1976). Locke rst dened job satis- faction as the pleasurable emotional state resulting from the appraisal of ones job as achieving or facilitating ones job values (1969, p. 317), and subsequently in his chapter in the Handbook of Industrial Psychology as a pleasurable or positive emotional state resulting from an appraisal of ones job or job experiences (Locke, 1976, p. 310). Thus, as an attitude, job satisfaction is a positive (or negative) evaluative judgement one makes about ones job or job situation (Weiss, 2002, p. 175). Reciprocity norms suggest that employees who are satised with their job are more likely to engage in service-oriented behaviours than those who are dissatised with their jobs (Bettencourt et al., 2001; Netemeyer et al., 1997). Additionally, it is proposed from a social exchange perspective that extra-role behaviour is a means by which employees reciprocate organisational situations with which they are satised. Exchange of socio-emotional resources between employees and organisations was implicitly supported by the meta- analytic study of Hoffman, Blair, Meriac, and Woehr (2007), which suggested that OCB related more closely to work attitudes than task performance. Prior work has revealed that job satisfaction appears to be one of the most robust predictors of various traditional forms of OCB (e.g. Bettencourt & Brown, 1997; 2003; Donavan, Brown, & Mowen, 2004; Farh, Podsakoff, & Organ, 1990; Hoffman et al., 2007; Lee et al., 2006; MacKenzie et al., 1998; Netemeyer et al., 1997; Niehoff & Moorman, 1993; Organ & Ryan, 1995; Organ, 1988; Podsakoff, MacKenzie, Paine, & Bachrach,, 2000; Smith, Organ, & Near, 1983; Todd & Kent, 2006). Thus, the present study hypothesises: H2: There are positive relationships between job satisfaction and prosocial service behaviour (H2a), internal inuence (H2b), and external representation (H2c) 3.3. Organisational commitment and SECB Organisational commitment is another job attitude that has attracted considerable research attention among management theorists as it has been found to lead to important work-related behaviours (Meyer & Allen, 1997). Organisational commitment in- volves the emotional attachment of individuals to the organisation (Meyer & Allen, 1991). As a result of such attachment, it is likely that individuals will perceive the organisations problems and outcomes as their own. Indeed, all forms of behaviour that are benecial to the organisation can be anticipated as a result of employee commitment. Based on social exchange theory, it is asserted that employees who are committed to their company will exert them- selves on the job (Organ, 1988), with increased effort being the means by which employees reciprocate rewards or benets received from co-workers, supervisors and/or the organisation as a whole (Lee, 2001). Morrison (1994) pointed out that employees with a high level of affective commitment perceive their roles more expansively and, thus, are more likely to engage in prosocial organisational behaviours. Previous studies have found empirical support that a high level of commitment is related to manifesta- tions of behaviours that fall beyond role-prescribed duties (e.g. Ackfeldt & Wong, 2006; Baruch, OCreevy, Hind, & Vigoda-Gadot, 2004; Bettencourt & Brown, 2003; Chen & Francesco, 2003; Cro- panzano & Mitchell, 2005; Kwantes, 2003; MacKenzie et al., 1998; Organ & Ryan, 1995). Thus: H3: There are positive relationships between organisational commitment and prosocial service behaviour (H3a), internal in- uence (H3b), and external representation (H3c) 3.4. Co-worker support and job attitudes The shift of job content fromsteady and routine individual tasks to more complex and collective tasks (Harrison, Johns, & Martocchio, 2000) has enhanced co-workers salience and their essential inuence (Chiaburu & Harrison, 2008). Co-workers are not only an important part of the social environment, they can also literally dene it (Schneider, 1987). Scholars observe that service employees who experience conict between their true feelings and their expressed feelings d emotional labour (see Hochschild, 1983) d often form a community with fellow co-workers at which they can express their true feelings in order to cope and thus T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 25 reduce stress at work (Hochschild, 1983; Korczynski, 2003). Addi- tionally, co-workers themselves inuence working environments and depending on whether the inuence is perceived as positive or negative, this in turn will further effect employee attitudes at work. According to Thoits (1983), the provision of support from people who are similar to the support recipients and who share similar work experiences is likely to be more effective than support received from persons in out-groups. Ladd and Henry (2000, p. 2034) dene co-worker support as employees global beliefs concerning their co-workers attitudes toward them. On this basis, perceived co-worker support is the team-level equivalent of perceived organisational support. The difference is that co-worker support is likely to be more discre- tionary than vertical support (i.e. organisational/supervisor sup- port) which is governed by authority ranking (Chiaburu & Harrison, 2008). Job satisfaction is considered a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience (Locke, 1976). As such, job satisfaction should be posi- tively associated with co-worker support. A possible rationale for this assertion is that the employees evaluation of co-workers is one of the most important determinants of overall job satisfaction (Luthans, 2002; Smith, Kendall, & Hulin, 1969). Research has shown that job satisfaction and organisational commitment are highly correlated (Rayton, 2006), and as such, it can be expected that determinants of job satisfaction will also inuence organisational commitment. Empirical research has also found that co-worker support effects job satisfaction and organisational commitment (Chiaburu & Harrison, 2008; Ducharme & Martin, 2000; Iverson, 1996; Iverson & Bittigieg, 1999; Iverson & Deery, 1997; Lance, 1991; Paulin, Ferguson, & Bergeron, 2006). Thus we hypothesise; H4: Co-worker support has positive effects on job satisfaction (H4a) and organisational commitment (H4b) 3.5. Customer cooperation and job attitudes Customer cooperation is one of the three components of customer voluntary performance-CVP (i.e. loyalty, participation, and cooperation) introduced by Bettencourt (1997). Customer cooperation is regarded as an important fundamental part of the customers experience and perceived quality. Research has indi- cated, from both customers and providers perspectives, that smooth cooperation is important and is valued as a fundamental component of a service (Bostrom, 1995). As CVP has just recently started attracting research attention (see Rosenbaum & Massiah, 2007) and the available studies on CVP place focus only on exploring determinants of such behaviour (cf. Bettencourt, 1997; Rosenbaum & Massiah, 2007), the employee psychological and behavioural consequences of CVP, and in particular customer cooperation, remain largely unknown. As service providers are on the interface between the organi- sation and the customer (Schneider & Bowen, 1995), their behav- iours are not only affected by organisational practices but also by customer behaviours (Ryan, Schmit, & Johnson, 1996; Schneider, White, & Paul, 1998). Several commentators consider the role played by customers in the service process to be so important that customers should be considered as partial employees (see Bowen, 1986; Mills, 1986). When customers are considered a part of the service team, the argument regarding effects of their behaviours on service employee attitudes are strengthened. As was argued in the case of co-workers, Korczynski (2003) points out that the customer can be a vital source of work experience for service employees. Several scholars have suggested that positive customer behaviours (e.g. participation and cooperation) can co-create pleasant service experiences (Bitner, Faranda, Hubbert, & Zeithaml, 1997; Ennew & Binks, 1996; Van Dolen, De Ruyter, & Lemmink, 2004). We believe that such pleasant service encounters created by positive customer behaviour not only results in customer positive emotional out- comes (e.g. customer satisfaction), but also employees psycho- logical responses to the service work. Drawing from the above discussion, the following hypotheses are proposed: H5: Customer cooperation has positive effects on job satisfac- tion (H5a) and organisational commitment (H5b) 3.6. Co-worker support, customer cooperation, and SECB The previous sections have discussed the effects of co-worker support and customer cooperation on job satisfaction and organ- isational commitment. As of yet it is unclear how co-worker sup- port and customer cooperation should be integrated into explaining service employee behaviour. Several studies report direct effects of social support on performance, whereas others found that the effect of social support on job performance is mediated by job attitudes. Bagozzi (1992) suggests that individual behaviour is a function of the experiences they encounter in the work environment, referred to as outcome-desired experiences. Such experiences have been classied as outcome-desired conict or fullment. Outcome-desired conicts occur when an individual fails to meet a goal or experiences an unpleasant event whereas, outcome-desired fullment occurs when a goal is met or the in- dividual has a pleasant experience. These outcome-desired expe- riences are followed by negative or positive emotional responses respectively. Consequently, negative responses will result in coping intentions to reduce the conict while positive responses will result in coping intentions to maintain, increase, or share the experience. In turn, behaviours follow each of the coping intentions. According to Schmit and Allsecheid (1995), the essential attribution of this model is that it elaborates on a more general framework developed by Lazarus (1991) that links appraisal, emotional responses, and coping in a sequential process. This attitude-intention-behaviour framework has been success- fully applied to explain both consumer behaviours (e.g. Gotlieb, Grewal, & Brown, 1994; Schoefer & Ennew, 2005) and employee behavioural intentions (e.g. Chen & Chiu, 2008; Paulin et al., 2006; Schmit & Allsecheid, 1995). Also, it was found that conceptual models of several scholarly studies appear to correspond with Bagozzis (1992) framework (e.g. Bettencourt et al., 2005; Lee et al., 2006), even though there was no explicit reference to this frame- work. As outlined earlier, co-worker support and customer coopera- tion affect the extent to which employees can achieve their service- related goals and, subsequent work experience. Another factor in- volves the employees own appraisal (or assessment) of the support provided by co-workers and/or customers which has been shown to be substantially related to job attitudes (e.g. Chen & Chiu, 2008; Ng & Sorensen, 2008; Paulinet al., 2006; Sherony&Green, 2002; Yoonet al., 2004). The extant literature has also revealed a robustness of the job attitude-performance link. The present study was therefore designed to put the relationship between co-worker support, customer coop- eration, employee attitudes and SECB into the comprehensive con- ceptual framework (Bagozzi, 1992; see Fig. 1). Thus, H6: The effects of co-worker support on SECB are mediated by job attitudes. H7: The effects of customer cooperation on SECB are mediated by job attitudes. 4. Research methodology 4.1. Context of the study Among travel and tourism industries, the airline industry is considered as an ideal context for employee citizenship behaviour T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 26 studies for three main reasons. First, the airline industry is widely recognised as a vital component of the world economy, facilitating international trade and investment. According to IATA (2008), the global commercial aviation industry generates approximately $510 billion in revenue in 2007 and is forecast to generate this amount throughout the next decade. In the United States alone, the airline industry employs about half a million people (Bureau of Labour Statistics, 2011). Second, air transport is considered as the key element in the tourism industry (Hanlon, 1999). The interplay be- tween air transport and the tourismindustry is well recognised as it facilitates the growth of tourism (Wheatcroft, 1998). Air transport can be viewed as the main door to a nations tourism industry. For example, approximately 85 percent of international tourists arrive by air when visiting Thailand (TourismAuthority of Thailand, 2011). Third, the characteristics of cabin service work are conducive to the study of citizenship behaviours. For instance, cabin service work is of relatively long duration (usually involving many hours of in- teractions between ight attendants and passengers) in compari- son to other service work (i.e. retail banking or grocery store work), providing ight attendants increased opportunities to engage in citizenship behaviours. Although it is recognised that the main activities of cabin work are safety and customer services, in normal ight conditions excellent customer service is likely to be the main focus of the crew. However, to the best knowledge of the author, no citizenship behaviour study has been conducted in the airline in- dustry, thus suggesting a need for research to explore this industry. Thus, we would argue that this research context is particularly important and relevant to the study of citizenship behaviours. 4.2. Sample and data collection The present study collected data using a questionnaire. A total of 650 copies of the questionnaire were distributed among a national airlines cabin crew. The questionnaires were distributed and collected (in sealed envelopes) through the companys manage- ment structure. Accordingly, it was important to guarantee respondent anonymity in order to limit social desirability. This process resulted in the return of 341 completed questionnaires. Due to missing values six of the returned questionnaires were dis- carded. Thus, the nal number of usable questionnaires was 335, creating an effective response rate of 53.60%. To conrm the generalizability of the research ndings, testing of non-response bias was conducted. A series of t-tests (two-tailed) were conduct- ed for the main study variables and demographic variables for early and late respondents. The results showed no signicant differences in responses between the two groups. Hence, non-response bias was assumed not to be a serious problem in this study. The respondents consisted of male (45.4%). Approximately, 80 percent of the respondents were single and aged below 35 years old. Almost all of them hold at least a rst degree and identied themselves as of Thai ethnic background. Their average annual income was 12,120 GBP. Most of the respondents held a position of full ight attendant and had worked in the organisation for no more than ve years. 4.3. Measures All the constructs were operationalised using Likert-type rating scales anchored by 1 strongly disagree and 7 strongly agree. Job satisfaction was measured by the Minnesota Satisfaction Ques- tionnaire (Weiss, Davis, England, & Lofquist, 1967) consisting of twenty positively worded items measuring three different aspectsdintrinsic, extrinsic and globaldof job satisfaction. This twenty-item measure has been shown to possess good psycho- metric properties (Weiss et al., 1967). Questions developed by Meyer and Allen (1991) were used to measure the affective component of organisational commitment. This scale has been used frequently in prior marketing research, and found to have gener- alizability across cultures (e.g. Ko, Price, & Mueller, 1997; Lee, Allen, Meyer, & Rhee, 2001). Prosocial service behaviour comprising three latent dimensions was measured by 15 items developed in Bettencourt and Browns (1997) study, ve questions capturing each dimension. Internal inuence and external representation were measured by ten items developed by Bettencourt et al. (2005). As a result of pre-study eldwork, some items relating to employee behaviours were slightly reworded to suit the research context. Co- worker support was measured by four items followed fromLadd and Henry (2000). Three items modied from Graham (1991); Van Dyne et al. (1994); & Bettencourt (1997) was used to measure Customer cooperation. Modications on items measuring customer cooperation were made with accordance to the interview data conducted beforehand. (See Appendix for items used in the present study). The present study followed the questionnaire development process outlined by Churchill and Iacobucci (2002). Once the questionnaire had been generated, the source version was trans- lated into Thai following Douglas and Craigs (2006, 2007) robust procedures for conducting cross-culture research. To detail, the source questionnaire was separately translated fromEnglish toThai by two independent translators who hold a PhD in the eld of English linguistics and are familiar with technical terms in business areas, thus resulting in two versions of target questionnaire. The translators along with an independent academic researcher were then invited to a meeting to adjust and nalise the Thai-version questionnaire. The rened version of the questionnaire was then sent to an academic ofcer who is a specialist in Thai linguistic to check for wording ambiguities and appropriate use of the language. The target questionnaire was then extensively pretested with po- tential informants prior to the main data collection phrase. Amendments were made accordingly. This collaborative translation approach brings together disciplinary expertise and cultural knowledge so that the conceptual equivalence between the source and target questionnaires is ensured. 4.4. Common method bias In this study, it was not appropriate to handle the issue of common method bias by using other-rating (e.g. supervisor-rating) for OCB. Due to the nature of service delivery in the airline business (i.e. space and logistical issues), many of the OCBs investigated would not readily be evident to an alternative rating source (Allen, Barnard, Rush, & Russell, 2000; Organ & Konovsky, 1989). For pragmatic reasons, prospective informants were asked to rate their perceptions of own service delivery performance. Nevertheless, we employed procedural (i.e. psychological sep- aration and assuring anonymity and condentiality) as well as statistical remedies suggested by Podsakoff, MacKenzie, Lee, and Podsakoff (2003), to control the common method variance. Due to the fact that theory and research on the topic of prosocial behaviour has presumed a social desirability element to the Fig. 1. Conceptual model. T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 27 behaviours (Nienoff, 2001), the present study therefore identies social desirability as the main source of OCB. We were able to directly measure and assess social desirability bias with ve items borrowed from Reynolds (1982) short-form social desirability measure. 5. Analysis and results The present study utilised AMOS 6 to examine the measurement model and test the proposed structural relationships between the constructs. Prior to the analysis, multivariate assumptions (i.e. normality, multicollinearity, and outliers) were diagnosed. The results revealed that the data met all requirements so that normality and other assumptions were not a serious concern in interpreting the study results. 5.1. Measurement validation The rst step in the analysis was to examine the measurement relationships and evaluate the reliability and validity of the con- structs. To do this, all constructs with original numbers of items were entered into exploratory factor analysis with Varimax rota- tion. The results showed relatively few items with cross-loadings over .30 (Rentz, Shepherd, Tashchian, Dabholkar, & Ladd, 2002). Such items were removed after careful scrutiny of the impact on scale content validity. The items retained from this stage were subject to conrmatory factor analysis. Overall the measurement model tted the data well (all factor loadings were signicant at p <.001, and the goodness of t indices were: c 2 (df) 592.730 (327) , CFI .939, TLI .929, RMSEA .049). All of the factor inter-correlations are signicant (p < .05). Com- posite reliability and variance extracted (calculated by the formula provided by Hair, Anderson, Tatham, & Black, 1998) scores show that all constructs possess internal consistency (Composite reliability > .70) and convergent validity (average variance extracted > .50). The presence of discriminant validity was demonstrated by the fact that of all square roots of variance extracted estimates are larger than the corresponding inter- construct correlation estimates (see Table 1). 5.2. Structural model The goodness-of-t statistics for the conceptual model indicate that the model ts the data well and provide the support for the model (c 2 (df) 673.757 (337) , CFI .922, TLI .913, RMSEA .055). The standardized parameter and their t-values displayed in Table 2 were examined to test hypotheses. Overall, nine of the eleven re- lationships hypothesising direct effects are found to be statistically signicant (p < .01). Consistent with the majority of previous studies, the results show signicant associations between job satisfaction and organisational commitment (b .38, p < .001), prosocial service behaviour (b .57, p < .001), internal inuence (b .68, p < .001), and external representation (b .51, p < .001). Therefore, H1 and H2 are accepted. H3 is only partially supported as the results reveal that organisational commitment only has direct relationships with prosocial service behaviour (H3a, b .28, p < .001) and external representation (H3c, b .28, p < .001), but not internal inuence (H3b, b .04, p > .05). The paths from co- worker support to job satisfaction and organisational commit- ment are positive and signicant (b .44, p < .001 and b .21, p < .01, respectively), thus lending support H4. H5 predicting positive relationships between customer cooperation and employee job attitudes received partial support as only the esti- mates from customer cooperation to job satisfaction is found to be signicant (H5a, b .25, p < .001). 5.3. Test of mediation effect Hypothesis 6 and 7 predicted that job attitudes would mediate the effects of co-worker support and customer cooperation on SECB, respectively. To test for mediation effects we followed the requirements outlined by Baron and Kenny (1986). In doing so, three different structural models were estimated (see Table 3). The basic requirements for mediation are that independent variables must signicantly affect proposed mediators in the rst model, and, in the second model, the independent variables must have signif- icant direct relationships with dependent variables. The third model included all the variables (i.e. independent, mediator, and dependent variables). The specic requirements for partial medi- ation are that the mediator must affect the dependent variables in this model, the direction of effect must be as hypothesised, and the effect of the independent variables in this model must be less than that noted in the second model. For full mediation, the signicant relationships between independent variables and dependent vari- ables in Model 2 must become non-signicant in Model 3 after the mediator is added to the analysis (see Table 3). Table 1 Means, SD, latent construct inter-correlations, and reliability estimates. Construct Means (SD) 1 2 3 4 5 6 7 1. PSB 5.79 (.74) .68, .72 2. Internal inuence 5.29 (.90) .62 .75, .84 3. External representation 5.78 (.85) .62 .60 .72, .76 4. Organisational commitment 5.60 (1.15) .51 .38 .51 .83, .87 5. Job satisfaction 5.13 (.69) .61 .66 .56 .45 -, .86 6. Co-worker support 5.00 (.91) .31 .38 .25 .38 .57 .78, .86 7. Customer cooperation 4.00 (1.33) .21 .24 .22 .13 .43 .37 .81, .85 Sub-diagonal entries are the latent construct inter-correlations. The rst entry on the diagonal is square root of the AVE, whilst the second entry is the composite reliability score. Table 2 Results of hypotheses concerning direct relationship. H Hypothesised relationship Std. estimate t-value Result H1 JS /AC .38 4.599*** Supported H2a JS /PSB .57 5.858*** Supported H2b JS /INT .68 9.631*** Supported H2c JS /EXT .51 6.836*** Supported H3a AC /PSB .28 3.595*** Supported H3b AC /INT .04 0.701 Not supported H3c AC /EXT .28 4.020*** Supported H4a CWS /JS .44 6.653*** Supported H4b CWS /AC .21 2.852** Supported H5a CSC /JS .25 3.875*** Supported H5b CSC /AC -.11 1.692 Not supported c 2 (df) 673.757 (337) , CFI .922, TLI .913, RMSEA .055. ***p < .001, **p < .01. T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 28 The results revealed that co-worker support (i.e. an independent variable) signicantly affected both job attitude variables (i.e. pro- posed mediators) in Model 1, and also signicantlyaffected all of the dependent variables (SECB) in the second model. The signicant relationship between co-worker support and internal inuence in Model 2 (b .37, p <.001) became insignicant (b .11, p >.05) in Model 3 inwhich the mediators are added, thus providing evidence to support the mediation effect of job attitudes on the CWS /INT relationship. Even though, the CWS /PSB and CWS /EXT re- lationships are signicant, the effects are negative (i.e. not in the proposed direction). As a result, H6 is only partially supported. Regarding the moderating effect of job attitudes on the relationship between customer cooperation and service employee citizenship behaviours, the results provide partial support to H7 as job satis- factionmediates only the effect of customer cooperationonexternal representation. To detail, customer cooperation signicantly affects only job satisfaction in the rst model, leaving organisational commitment irrelevant for further analysis. The results in Model 2 indicate no direct associations between customer cooperation and prosocial service behaviour (b .12, p > .05) and internal inuence (b .12, p > .05). As such, there can be no mediation effect. 5.4. Assessment of social desirability bias Once the trimmed model was established, the effects of social desirability bias on the structural paths were examined. A stringent procedure was conducted to assess the extent to which social desirability bias inuenced the results. Specically, the recom- mendations of Williams and Anderson (1994) and Podsakoff et al. (2003) were followed. Because tests for common method bias us- ing structural equation modelling require direct effects and multi- item construct measures (Andrews, Netemeyer, Burton, Moberg, & Cristiansen, 2004; also see Robson, Katsikeas, & Bello, 2008), the current study estimated the impact of such bias for the CWS /AC, AC /PSB, and AC /EXT paths. Social desirability 1 was loaded on all indicators of the constructs of interest. The goodness-of-t indices (c 2 (df) 735.439 (347) , CFI .903, TLI .886, RMSEA .058) showed that the model with social desirability bias ts the data adequately. However, the results revealed that the inclusion of social desirability bias did not attenuate the signi- cance level of the path estimates between the constructs of interest (the three paths remained at p < .001). Thus, such bias does not fully explain the results. 6. Discussion The basic premise of this study is that the support received from co-workers and customers has indirect effects, mediated by job satisfaction and organisational commitment, on levels of SECB engaged by employees. To a large extent, the studys results pre- sented here are consistent with the theoretical framework and previous OCB studies in that our data provide evidence supporting nine of the eleven sub hypotheses outlined in Table 2. In keeping with the conceptual model, there is evidence of direct relationships between job satisfaction and all three forms of service employee citizenship behaviours (i.e. PSB, INT, and EXT). The results provide additional evidence supporting job satisfaction as an importance predictor of various forms of OCB. Organisational commitment was not found to have effects on levels of internal inuence amongst service employees. This nding does not support our conceptual model nor is it consistent with the evidence presented in previous studies. There are several expla- nations for this non-signicant relationship. First, organisational commitment amongst participants in this study and the nature of internal inuence are culturally different. Whereas organisational commitment reects the extent to which individuals identify with organisational values and goals (Mowday et al., 1982), internal in- uence is a function of both commitment and culture (Kwantes, 2003). Here it is likely that collectivist values undermine in- dividuals willingness to engage in activities that promote internal inuence, and thus is less likely to be predicted by organisational commitment. Also, internal inuence may be perceived as sub- ordinates willingness to challenge the leaders authority (Paine & Organ, 2000), along with breaking the harmony of the group/so- ciety (i.e. the core value of collectivism). Hence, the extent to which employees showand engage in activities that inuence the internal workings of the organisation would largely depend on factors other than organisational commitment. Taken together, it is plausible to believe that the non-signicant relationship between organisa- tional commitment and internal inuence is culturally specic. A thorough scrutiny of previous work implicitly supports our assumption here because the authors found that studies reporting signicant relationships between organisational commitment and internal inuence were conducted in individualist societies (e.g. Bettencourt & Brown, 2003; Bettencourt et al., 2005) Contrary to our expectation, the relationship between customer cooperation and organisational commitment was insignicant whereas customer cooperation had a signicant impact on job satisfaction. This nding suggests that an increase in customer cooperation does not directly have any impact on employees level of organisational commitment. The results sup- port the argument that job satisfaction and organisational commitment are two different psychological responses to customer cooperation and that organisational commitment is viewed as a more robust construct which takes time to develop or change (Mowday et al., 1982). Therefore, work related factors that vary on a day-to-day basis are less likely to lead to changes in affective commitment but may inuence a workers job satisfac- tion. The effects reported here may also reect that employees differentiate between customers and the work organisation and as such, do not associate customer cooperation with Table 3 Comparing the estimates between Models 1, 2 and 3. Relationship Model 1 Model 2 Model 3 Std. estimates t-value Std. estimates t-value Std. estimates t-value CWS /JS .49 7.287*** e e .52 7.623*** CWS /AC .41 5.719*** e e .41 5.743*** CSC /JS .25 3.845*** e e .25 3.902*** CSC /AC -.02 -.266 ns e e .02 .279 ns CWS /PSB e e .30 3.421*** .31 2.839** CWS /INT e e .37 5.174*** .11 1.318 ns CWS /EXT e e .23 3.025** .35 3.776*** CSC /PSB e e .12 1.423 ns .08 .928 ns CSC /INT e e .12 1.730 ns .08 1.165 ns CSC /EXT e e .16 2.125* .02 2.98 ns JS /PSB e e e e .81 5.770*** JS /INT e e e e .78 8.369*** JS /EXT e e e e .74 7.041*** AC /PSB e e e e .38 4.602*** AC /INT e e e e .11 1.793 ns AC /EXT e e e e .39 5.409*** ***p < .001, **p < .01,*p < .05 ns non signicant. Model 1: c 2 (df) 94.325 (40) , CFI .969, TLI .958, RMSEA .064. Model 2: c 2 (df) 659.1962 (242) , CFI .880, TLI .864, RMSEA .072. Model 3: c 2 (df) 670.714 (331) , CFI .922, TLI .911, RMSEA .055. 1 Measurement properties for social desirability construct are adequate (stand- ardised loadings > .50 and Cronbachs alpha .74). T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 29 organisational values, thus resulting in the non signicant effect on organisational commitment. Both explanations are supported by the result that co-worker support, which varies less on a day- to-day basis and has a stronger relation to the organisation, has an impact on affective commitment. Regarding the effects of support on SECB, job satisfaction was found to fully mediate the effect of customer cooperation on external representation whereas the effect of co-worker support on internal inuence was found to be fully mediated by job satisfaction and organisational commitment. This study provides a better un- derstanding of the mechanism by which ones support relates to service employee behaviours. Although there are hypotheses con- cerning mediation effect which were not supported, this is an area that was lacking in the literature and therefore such ndings are important as they provide new information to the literature. 7. Limitations and avenues for future research Caution should be exercised in attempts to generalise from these ndings. The study respondents are employees of a single organisation operating in the airline industry based in Thailand, which may limit the generalizability of our ndings. On the other hand, the company is a founder member of a global code sharing strategic alliance. Whether or not the ndings possess external validity is a matter for future research work. As the AC /INT and CSC /AC paths were not found to be statistically signicant in the present studys sample which was collected from just one organi- sation, it may be interesting to see if this result is generalisable to a sample collected from many organisations based in different in- dustries. Also, future studies may also wish to consider the moderating roles of other factors, such as individual dispositions and traits and/or different types of organisational cultures. Moreover, the study is cross-sectional. We can only conclude that our model is a feasible explanation of the observed relation- ships in the data, hence meaning that our ability to infer causality of behaviour is limited. The direction of paths in our model relies heavily on prior empirical and conceptual studies. Finally, our ndings shed light on the mediating role of different job attitudes on the relationship between support and behaviours. In particular, it is possible that the structural relationships between support, job attitudes and behaviours of various types are different. Future studies may investigate whether this assumption holds. Conict of interest We certify that we have no afliations with or involvement in any organization or entity with any nancial interest or non- nancial interest in the subject matter or materials discussed in this manuscript. Appendix 1. Items used in the present study Service employee citizenship behaviour Extra-role customer service In-role customer service Cooperation Internal inuence External representation Job attitudes. Job satisfaction 1. I voluntarily assist passengers even if it means going beyond job requirements 2. I do not help passengers with problems beyond what is expected or required* 3. I often go above and beyond the call of duty when serving passengers 4. I willingly go out of my way to make a passenger satised 5. I frequently go out the way to help a passenger 1. I perform all those tasks for passengers that are required of them 2. I meet formal performance requirements when serving passengers 3. I full responsibilities to passengers as specied in the job description 4. I adequately complete all expected passenger-service behaviours 5. I help passengers with those things which are required of them 1. I help other employees who have heavy workloads 2. I am always ready to lend a helping hand to those employees around me 3. I help orient new employees even though it is not required 4. I do not voluntarily give my time to help other employees* 5. I willingly help others who have work related problems 6. I do not tell outsiders this is a great place to work* 1. I make constructive suggestions for service improvement 2. I contribute many ideas for customer promotions and communications 3. I share creative solutions to customer problems with other team members 4. I encourage co-workers to contribute ideas and suggestions for service improvement 1. I do not tell outsiders this is a great place to work* 2. I generate favourable goodwill for the company 3. I say good things about the company to others 4. I encourage friends and family to use the companys products and services 1. I am able to keep myself busy all the time 2. I have chance to work alone on the job 3. I have chance to do different things from time to time 4. I have chance to be somebody in the community 5. I am satised with the way my boss handle his/her workers 6. My supervisor has competence in making decisions 7. I am able to do things that dont go against my conscience 8. I am satised with the way my job provides for steady employment 9. I have chance to do things for other people T. Limpanitgul et al. / Journal of Hospitality and Tourism Management 20 (2013) 23e33 30 Organisational commitment Support Co-worker support Customer cooperation References Ackfeldt, A.-L., & Wong, W. (2006). The antecedents of prosocial service behaviours: an empirical investigation. Service Industries Journal, 26, 727e745. Allen, T. D., Barnard, S., Rush, M. C., & Russell, J. E. A. (2000). 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