Employing a service-profit chain (S-PC) framework, this manuscript investigates the relationship between employee engagement (EE) and customer engagement (CE) within service contexts and explores how a mediating mechanism, service employee work performance (SEWP), links EE with CE.
Meta-analytic procedures ascertain the magnitude of the relationship between EE and SEWP (k = 102, = 0.45) and between SEWP and three dimensions of CE: customer purchases (k = 42, = 0.47), customer knowledge (k = 4, = 0.33) and customer influence (k = 7, = 0.42). The current meta-analysis reports an effect size for the EE-overall SEWP relationship nearly 1.50 times greater than related extant meta-analyses.
Results suggest SEWP, consisting of service employee task performance and contextual performance, serves as an important intervening mechanism between EE and CE by considering nine dimensions of SEWP. Such findings suggest that to maximize SEWP, service employees must go beyond simply being satisfied in their work roles; instead, service employees must feel energized, find fulfillment and meaning and be engrossed in their work to maximize the service they provide to customers.
This research extends previous meta-analytic efforts, bridges the multi-disciplinary gap between EE and CE research, provides an empirical link allowing for informed decision-making for managers and stakeholders, underscores the importance of service employees surpassing required job responsibilities to meet and exceed customer needs and suggests an agenda for future service research integrating EE and CE.
