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Title: Employees’ external representation of their workplace: key antecedents
Authors: Lages, Cristiana R.
Keywords: Attitude theory
Workgroup support
External representation of the workplace
Frontline service employees
Issue Date: 2012
Publisher: © Elsevier
Citation: LAGES, C.R., 2012. Employees’ external representation of their workplace: key antecedents. Journal of Business Research, 65 (9), pp.1264-1272.
Abstract: Drawing on attitude theory, this study investigates the drivers of employees’ expression of favorable opinions about their workplace. Despite its theoretical and managerial importance, the marketing literature largely ignores the topic. This study advances prior research by developing, and empirically testing, a conceptual framework of the relationship between workgroup support and favorable external representation of the workplace, mediated by emotional responses to this support. The present research investigates four new relationships: between workgroup support and emotional exhaustion, workgroup support and organizational commitment, workgroup support and job satisfaction, and emotional exhaustion and external representation of the workplace. Based on a sample of over 700 frontline service employees, this study finds that workgroup support affects favorable external representation of the workplace through various emotional responses (i.e., emotional exhaustion, job satisfaction and organizational commitment). In addition, the results identify employees’ organizational commitment as the most important determinant of favorable external representation of the workplace, followed by job satisfaction and reduced emotional exhaustion. These results suggest that companies should develop practices that encourage workgroup support and organizational commitment to achieve favorable external representation of the workplace.
Description: NOTICE: this is the author’s version of a work that was accepted for publication in the Journal of Business Research [© Elsevier]. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published at: http://dx.doi.org/10.1016/j.jbusres.2011.10.044
Version: Accepted for publication
DOI: 10.1016/j.jbusres.2011.10.044
URI: https://dspace.lboro.ac.uk/2134/9197
ISSN: 0148-2963
Appears in Collections:Published Articles (Business School)

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