Connecting organizational human resource practices to consumer satisfaction

Abstract

PurposeThe purpose of this paper is to provide researchers and practitioners an understanding of one potentially direct linking mechanism between organizational practices and consumer satisfaction with a service.Design/methodology/approachThis paper is conceptual and the approach adopted is analytical. Extant research and concepts, including from psychology and economics, have been used to develop propositions and to discuss both research and managerial implications.FindingsProvides conceptual support for a psychological dynamic or mechanism linking service employees' job autonomy and consumers' service satisfaction.Research limitations/implicationsThe article provides a novel way of thinking about consumer satisfaction. A limitation of the paper is that it is conceptual. Research is required to test empirically the various research propositions. In this manner, research in this area can be furthered.Practical implicationsFurther research in this area may provide more directed solutions to service quality and consumer satisfaction issues.Originality/valueThe article proposes an entirely novel way to imagine the service exchange. It moves extant research further by outlining a causal mechanism rather than correlational connections between organizational practices and consumer satisfaction.