High Performance Work Practices and Service Performance: The Influence of Employee Engagement in Call Center Context

Abstract

This study investigates the role of employee engagement in the social exchange theory. The study examines the effects of High performance work practices (HPWPs) on service performance, moderated by employee engagement. Little attention has been given to understand the employee engagement on service recovery performance; therefore, the study responded to the call for additional research to improve service behavior. In doing so, the current study contributes to literatures by investigating the role of employee engagement on their attitudes and service recovery performance. The data was obtained from 1,250 call center agents to test the moderating effect of employee engagement toward the relationship between HPWPs and service behavior. The findings confirm that employee engagement moderates the relationship between HPWPs and service recovery performance. As to the implications of the findings, this study delivers insights for service managers that employees’ service behavior could be enhanced corresponding to the level of human resource management practices as well as their engagement level. Thus, the management should take into consideration by providing supportive people policies and resources so as to improve employee engagement and their service delivery.