The hypothesis that job satisfaction affects employee performance or favourable service behaviours could be considered a well‐worn topic. However, this paper shows that the extant literature has not adequately conceptualised nor addressed the complex relationship which could exist between employee satisfaction and service performance quality. Indeed, some studies appear to challenge this almost axiomatic view. This paper, therefore, considers the literature on “the job satisfaction‐service performance/quality thesis” and proposes a new model which reconceptualises the relationship between the two constructs. Suggestions for service practitioners, as well as new ways in which the thesis could be further tested, are also provided.
Journal of Services Marketing – Emerald Publishing
Published: Oct 1, 2004
Keywords: Job satisfaction; Customer services quality; Employees; Performance measures
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