Managing Engagement in an Emerging Economy Service
© 2019, Emerald Publishing Limited. Purpose: The purpose of this paper is to offer a better understanding of managing engagement in an emerging economy service. It explores the role of organisational climates for initiative and psychological safety as the key drivers of employee engagement (EE)....
| Main Authors: | , , , |
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| Format: | Journal Article |
| Language: | English |
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Emerald
2019
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/80243 |
| _version_ | 1848764187319205888 |
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| author | Rabbanee, Fazlul Haque, Mohammed Moinul Banik, Shanta Islam, Mohammad Majedul |
| author_facet | Rabbanee, Fazlul Haque, Mohammed Moinul Banik, Shanta Islam, Mohammad Majedul |
| author_sort | Rabbanee, Fazlul |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | © 2019, Emerald Publishing Limited.
Purpose: The purpose of this paper is to offer a better understanding of managing engagement in an emerging economy service. It explores the role of organisational climates for initiative and psychological safety as the key drivers of employee engagement (EE). It also examines the effects of EE on customer engagement (CE) and, in turn, on relationship commitment and switching intention.
Design/methodology/approach: Data were collected through a structured survey of service employees and customers of 69 bank branches in Bangladesh using two survey instruments. Responses were collected from 156 employees and 316 customers. A dyadic data set was created by matching customer data with the corresponding employee data collected from each bank branch. Structural equation modelling using AMOS (version 22.0) was employed for data analysis.
Findings: Organisational climates for initiative and psychological safety positively influence EE. In turn, EE significantly influences CE which has a significant impact on customer relationship commitment and switching intention.
Research limitations/implications: Future research could consider actual customer behaviour, such as repeat purchase, as the key outcome variable.
Practical implications: The findings emphasise that investment by service managers in organisational resources to facilitate favourable climates for initiative and psychological safety would engage employees at work, which would ultimately help to attain CE and commitment, and reduce switching intention.
Originality/value: This research extends the existing engagement literature with empirical evidence supporting two new EE drivers and two new CE outcomes. It offers a better understanding of managing engagement in the financial services industry of an emerging economy, focussing on the relationship chain from organisational climate to EE, CE and customer-based outcomes. |
| first_indexed | 2025-11-14T11:15:22Z |
| format | Journal Article |
| id | curtin-20.500.11937-80243 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:15:22Z |
| publishDate | 2019 |
| publisher | Emerald |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-802432021-01-05T08:07:07Z Managing Engagement in an Emerging Economy Service Rabbanee, Fazlul Haque, Mohammed Moinul Banik, Shanta Islam, Mohammad Majedul 1505 - Marketing © 2019, Emerald Publishing Limited. Purpose: The purpose of this paper is to offer a better understanding of managing engagement in an emerging economy service. It explores the role of organisational climates for initiative and psychological safety as the key drivers of employee engagement (EE). It also examines the effects of EE on customer engagement (CE) and, in turn, on relationship commitment and switching intention. Design/methodology/approach: Data were collected through a structured survey of service employees and customers of 69 bank branches in Bangladesh using two survey instruments. Responses were collected from 156 employees and 316 customers. A dyadic data set was created by matching customer data with the corresponding employee data collected from each bank branch. Structural equation modelling using AMOS (version 22.0) was employed for data analysis. Findings: Organisational climates for initiative and psychological safety positively influence EE. In turn, EE significantly influences CE which has a significant impact on customer relationship commitment and switching intention. Research limitations/implications: Future research could consider actual customer behaviour, such as repeat purchase, as the key outcome variable. Practical implications: The findings emphasise that investment by service managers in organisational resources to facilitate favourable climates for initiative and psychological safety would engage employees at work, which would ultimately help to attain CE and commitment, and reduce switching intention. Originality/value: This research extends the existing engagement literature with empirical evidence supporting two new EE drivers and two new CE outcomes. It offers a better understanding of managing engagement in the financial services industry of an emerging economy, focussing on the relationship chain from organisational climate to EE, CE and customer-based outcomes. 2019 Journal Article http://hdl.handle.net/20.500.11937/80243 10.1108/JSTP-12-2018-0276 English http://creativecommons.org/licenses/by/4.0/ Emerald fulltext |
| spellingShingle | 1505 - Marketing Rabbanee, Fazlul Haque, Mohammed Moinul Banik, Shanta Islam, Mohammad Majedul Managing Engagement in an Emerging Economy Service |
| title | Managing Engagement in an Emerging Economy Service |
| title_full | Managing Engagement in an Emerging Economy Service |
| title_fullStr | Managing Engagement in an Emerging Economy Service |
| title_full_unstemmed | Managing Engagement in an Emerging Economy Service |
| title_short | Managing Engagement in an Emerging Economy Service |
| title_sort | managing engagement in an emerging economy service |
| topic | 1505 - Marketing |
| url | http://hdl.handle.net/20.500.11937/80243 |