The relative influence of organisational commitment and job satisfaction on service quality of customer‐contact employees in banking call centres

Abstract

An inter‐disciplinary approach is adopted to provide a deeper understanding of the human resource‐service quality relationship. The paper tests the relationships organisational commitment and job satisfaction have with service quality of customer‐contact employees. Hypotheses are constructed by reviewing literature in the areas of human resource management and services marketing. A study comprising 342 employees was conducted in four telephone call centres of a major UK retail bank. Investigates how different forms of organisational commitment and job satisfaction influence the service quality delivered by contact employees. Findings indicate that job satisfaction and organisational commitment of employees have a significant impact on service quality delivered. The affective component of commitment was found to be more important than job satisfaction in determining service quality of customer‐contact employees.