This study aims to empirically test a model of affective and behavioural job outcomes grounded in Bagozzi's reformulation of attitude theory in the novel context of a retail bank in Russia.
Frontline employees (FLEs) completed a self‐administered questionnaire on how factors characterizing high performance work practices (HPWPs) affect their job satisfaction and organizational commitment, and how these job attitudes impact their job performance.
Results suggest there is a significant influence of HPWPs on job attitudes, but only job satisfaction influences job performance.
Job satisfaction is identified as a critical work lever and should receive priority from management relative to actions designed to foster organizational commitment.
Despite the breadth and depth of international research on service quality, to date there has been no study of high performance work practices and their impact on the job performance of service workers in Russia. Retail banks, after operating for years in a highly regulated environment and virtually devoid of competition, now recognize that their very survival depends on the delivery of quality service at the frontline.
