The Influence of Social Perceptions on Restaurant Employee Work Engagement and Extra-Role Customer Service Behavior: A Moderated Mediation Model

Abstract

The purpose of this study was to examine the effects of restaurant employees’ social perceptions of their supervisors on employees’ work engagement and extra-role customer service behavior. We also assessed restaurant employees’ social perceptions of their coworkers as a moderator. Utilizing an online survey design, data were collected from frontline restaurant employees via an online commercial subject pool ( N = 477). Results showed that the more employees perceive their supervisors as warm, competent, and moral, the more employees were willing to engage in extra-role customer service behavior via the indirect effect of increased work engagement. The effect of work engagement on extra-role customer service was also found to be more pronounced when employees developed positive social perceptions of their coworkers. These results offer implications for work engagement, as they suggest a new antecedent in the form of social perceptions, as well as a boundary condition to the positive outcomes of engagement through the interactive effect of social perceptions of coworkers and extra-role customer service behavior. In doing so, these results also shed light on the relevance of social perceptions in hospitality operations.