The management of turnover is more important with reference to service firm’s frontline employees in so far as they play a vital role in external customer satisfaction and thus to the firms overall success (e.g., Bateson,1995). Gummesson (1987) referred these frontline employees as ‘part-time marketers’, who are involved to some extent in marketing activities, irrespective of the fact whether or not their role formally includes marketing. Further, their significance lies in the fact that any strategic or operational change is made ‘visible’ to customers through the mediation of the frontline employees.

There are number of ways that frontline employees’ intention to leave or turnover can be monitored to ensure their retention. Among the ways, the focus of the present study is job resources and employee perceived service quality. The concept of job resources though fairly new to the services marketing literature, yet has been widely acknowledged by service marketing scholars and business professionals in developed countries.

Job resources:

The Job Demands-Resources model popularly known as JD-R model (Demerouti et al., 2001; Bakker and Demerouti, 2007) classifies characteristics of working environments mainly into two general categories, i.e., job demands and job resources. The former refer to physical, social or organizational job aspects that call for sustained physical and psychological effort on the part of employee. The later refer to physical, social or psychological supports that not only facilitate employees achieve their work goals effectively but also help them grow at individual level. These job resources (e.g., rewards, training, career opportunities, technology support, job enrichment, empowerment, supervisory support, performance feedback, team climate, servant leadership, and coworker support) can be found at four levels i.e., (1) the level of organization at large;(2)interpersonal and social relations; (3)organization of work; and finally (4) the level of task in organizations. These resources also lessen the employees’ job demands (Demerouti et al., 2001; Babakus et al., 2003; Bakker, and Demerouti, 2007).

In view of the fact that job resources facilitate employees achieve their work goals effectively and also help them grow; this study expects its linkage with frontline employee turn over intentions both directly as well as indirectly via employee perceived service quality. Accordingly, following four job resources, representing the aforesaid support-levels are considered as elements of job resources for the present study.

1) Employee Feeling Authorized (EFA); 2) Employee Perceived Role Clarity (EPRC);

3) Employee Perceived Supervisory Support (EPSS); and 4) Employee Perceived Service Training (EPST).

In the following sections of the article, the author initially identifies the research gaps and discusses rationale of the present study. Next, an attempt is made to discuss relationships between various dimensions that are relevant for the present study. This also clarifies the basis of the hypotheses as proposed along with the discussion. This follows the methodology including data collection, the sample, the research instruments, analysis and results. Finally, the author draws conclusions, discusses managerial implications and also suggests directions for future research.

Research gaps and rationale of the study:

Although, the concept of job resources is often stressed as being crucial for desired organizational outcomes, yet is generally neglected in references to the concept employee perceived service quality and their turnover intentions. To the best of author’s knowledge, there has been far less or no interest in exploring the connection between job resources and the employee turnover intentions via employee perceived service quality as an intermediating variable. Even if, the concept of employee turnover intention has remained area of attraction for researchers, yet it is relatively understudied in service sector (Chiu et al., 2005).

The rationale of the present study cannot be undermined even if any research on similar lines might have been already conducted in developed countries. This is in view of the fact that while the authors assume the drivers of job resources and its outcomes (employee perceived service quality and their turnover intentions) that hold true for developed countries, should be equally applicable to Indian service market. Nevertheless, on account of the dynamics of the environment, culture that is different from that what prevails in developed countries, testing of the relationship in Indian context with samples from its service sector would be a meaningful attempt.

The significance of employee perceived quality and its impact on employee turnover intentions has almost remained unexplored in Asia in general and India in particular. Pertinently, this part of the world has been experiencing an unprecedented growth in service sector. Additionally, the experience of service marketing itself is new to Indian business professionals. Hence to diffuse the understanding of these concepts and their significance has become the need of the hour.

This study attempts to add incrementally to the existing literature in two ways. First, a few studies have been conducted to examine the impact of some organizational variables on employee turnover intentions in developed countries. However, variables like employee ‘feeling authorized’, ‘service training’ ‘supervisory support as job resources so vital for frontline employee performance has never been the subject of these research works. Second, both direct as well as indirect influence of these organizational variables on employee turnover intentions is assessed for the first time. Apart form additions to existing literature; this also gives clear idea of various job resources and their varying impact on turnover intentions. Consequently, this study is expected to better equip service managers to deal with turnover related issues.

Linkage of Job Resources and Employee Turnover Intentions

The job resources refer to physical, social or psychological supports that not only facilitate employees achieve their work goals effectively but also help them grow at individual level (Demerouti et al., 2001).The four elements of job resources considered for the present study are discussed below and their linkage with employee turnover intentions is outlined in the light of relevant literature.

Employee Feeling Authorized (EFA):

EFA is employee’s perception about his discretion over certain task related activities. The concept of ‘feeling authorized’ is generally associated with the empowerment of service personnel. However, ‘feeling authorized’ is a subjective concept, whereas empowerment is seen as an objective concept. The employee’s behavior is based on his or her own subjective perception and evaluation of ‘formal authorization’, rather than on the formal authority itself. Thomas and Tymon (2009) referred this kind of feeling as employee choice, where an employee feels free to decide about the appropriate tasks and can decide as to how to accomplish them. The authors support the idea that by implication of the choice, employees get positive feeling and consequent satisfaction from their work. Research in past indicate that satisfied employee show lower tendency to leave (Griffeth et al., 2000)) and employee satisfaction with workplace has an indirect negative effect on turnover intentions via organizational commitment (Brown and Peterson, 1993). Thus, it is reasonable to assume that ‘employee feeling authorized’ is thought to create employees more satisfied with their jobs, which in turn reduce employee turnover intentions.

Employee Perceived Role Clarity (EPRC):

Inadequate information about job related matters, like what to perform, how to perform, supervisors expectations, and how to meet those expectations results into stress to employees (Derry and Shaw, 1997).In fact, some authors have even advocated role ambiguity (or lower role clarity) as one of the major cause of employee stress (see e.g. Firth et al., 2004). In turn employee stress has been reported as one of the significant antecedents of employee intention to leave (Moore, 2002; Firth et al., 2004). This justifies the assumption of the present study that employee perceived role clarity would be inversely related to employee turnover intentions.

Employee Perceived Supervisory Support (EPSS):

Considerable work has shown relationship between perceptions of manager support and employee turnover (Cascio, 2006; Harter et al., 2002). As employees perceive greater supervisory support resulting into various benefits to them, this result into a sense of obligation towards supervisors to reciprocate with some helpful behaviors. Considering, supervisors the representatives of the organizations, employees decide not to put the organization at disadvantage by switching off to other organizations. Thus, it is reasonable to relate perceived supervisory support to employee turnover intention.

Employee Perceived Service Training (EPST):

Training help employees gain an accurate understating of what to do, what is expected of them and how they will be evaluated, thus reduces their role ambiguity (Ziethaml et al., 1988) and consequently role stress(Firth et al., 2004). It also makes sense in empowerment as the frontline employees are better equipped to handle empowerment. This in turn results in upward spiral of positive feelings about job experiences. Both role clarity (Moore, 2002) and positive feelings at workplace (Griffith et al., 2000) are inversely related to turnover intentions. Thus, the present study assumes relevance of service training of front line employees to their turnover intentions.

The above element wise discussion in the light of relevant literature clarifies the basis for the following proposition:

H1 employee perceived job resources is negatively related to employee turnover intentions

Linkage of Job Resources and Service Quality:

In the following sections, some of the job resources that are considered in the resent study are discussed and their relevance to employee perceived service quality is outlined.

Employee Feeling Authorized (EFA):

The interactive nature of service provides empowered employees with an opportunity to rectify mistakes and increase sales (Gronroos, 1990). Therefore, empowerment can lead to both attitudinal and behavioral changes like increased job satisfaction, reduced role stress and role ambiguity (Rafiq and Ahamed, 1998). Such changes are recognized as key factors not only in breaking the ‘cycle of failure’ in services and maintaining customer satisfaction (Schlesinger and Heskett, 1991), but also in increasing employees’ adaptability to behave in a customer-desired way (Scott and Bruce, 1994) and consequently improving service delivery.

Employee Perceived Role Clarity (EPRC):

Role clarity exists when employees are well informed as to how to perform their jobs adequately, what is expected of them by their supervisors and how to satisfy those expectations. In the absence of such information, frontline employees may either misguide their customers, give them wrong information or may fail to dedicate their work efforts to what is deemed desirable by the organization or its customers. Given the pertinent literature, a set of four major gaps on the part of service provider like consumer and management perceptual gap (gap1), service quality specification gap (gap2), service delivery specification gap (gap3), and service delivery communication gap (gap4) detrimentally affect service delivery performance. Ziethaml, 1988 advocated lack of role clarity (role ambiguity) among front line employees as one of the significant contributor to the service delivery specification gap (gap3).Further, countless studies have reported relevance of role clarity to organizational performance (see e.g., Babin and Boles, 1996). Therefore, it is believed that ascertaining relationship between employee perceived role clarity and their perception about service delivery would be a significant attempt of the present study.

Employee Perceived Supervisory Support (EPSS):

Employees form general views about the degree to which supervisors value their contributions and care about their well being. “Supervisory Support” is a belief among employees about the extent to which their supervisors create a facilitative climate of psychological support, mutual trust, friendliness and helpfulness (House, 1971). High EPSS implies that important socio-emotional resources are immediately available in the work environment. Given the close contact of supervisor and frontline employee, the supervisor’s support may be considered as a part of job, thereby, influencing frontline employee job attitudes and effort level (Brown and Peterson, 1994) in the work place. Thus, service employees provide services to customers commensurate with the kind of support and treatment they expect from their immediate supervisor.

Employee Perceived Service Training (EPST):

Service training refers to training that aim at equipping service employee with the knowledge and interaction skills needed to improve service experience of the customers. Considering the objectives of the present study, the author here refers it to the training of frontline employees that aim at improving the quality of service encounter.

The emergence of a more strategic approach to human resource management in service sector industries has been associated with the need to improve service quality mostly by training and deployment (Bowen and Schneider, 1985). There are countless research studies those establish relationship between service employee training and customer evaluation. (Schneider and Bowen, 1995). In fact, organization that preach service quality and do a good job at staff orientation and training, are most likely to have their service quality messages and values embraced by their staff. Additionally, within HRM, the service training is a central communication medium by which management sends clear messages to its frontline employees about what is important for them and what is not to improve the service delivery. This is more so in service organizations as unlike manufacturing, there are few quality control methods that can be used for the delivery of effective services.

In view of the above discussions, the following hypothesis is proposed:

H2 employee perceived job resources is positively related to employee perceived service quality

Linkage of Employee Perceived Service Quality and their Turnover Intentions

Research indicates that employees with different personality traits find different jobs attractive. People search environments that fit by their personality and qualifications. Employees who do not fit in existing employment generally tend to leave the company (Tom, 1971). This is a natural process known as ‘attrition’ in behavioral science. Research indicates that person-organization misfit is one of the important reasons for employee turnover (Kristof Brown, 2005).When employees perceive positively about their service delivery to customers; it gives them an indication that they posses appropriate personality and skills set to meet customers’ requirements. Consequently, they would be least likely to leave their existing job. Conversely, employees perceiving negatively about the service delivery develops a feeling that they do not posses the appropriate job skills. Therefore, the employees prefer to shift to other organizations, where they expect to prove more appropriate. Here lies the justification as why this study assumes relationship between employees perceived service quality and their turnover intentions. Accordingly, following hypothesis is proposed:

H3 employees’ perceived service quality is negatively related to employees’ turnover intentions.

Further, in light of the above relevant literature and discussion that forms the basis of H2 above, this study assumes employee perceived job resources as an antecedent to employee perceived service quality which in turn is assumed as an antecedent to employee turnover intentions. Where ever, antecedents can be related to some variable which in turn is itself an antecedent to some other outcome variable, there is possibilities of testing mediation effects of the mediating variable (Baron and Kenny, 1986).This is more convincing in so far as given the aforesaid literature, the employee perceived job resources is also assumed as direct predictor of employee turnover intentions. Thus, it is also reasonable to assume following:

H4 employees’ perceived service quality mediates the relationship of perceived job resources and employee turnover intentions.

METHODOLOGY:

Investigations were carried out to ascertain the relationships between three main dimensions, i.e., employee perceived job resources, employee perceived service quality and their turnover intention. The basic issues concerning the methodology of the present study are discussed bellow:

DATA COLLECTION AND THE SAMPLE:

The primary data was collected from several branches of four prestigious banks operating in India. The branches are located in the states of Delhi, Punjab and Jammu and Kashmir. The data was collected by employing proportionate stratified sampling procedure using Delhi, Ludhiana, Chandigarh, Jammu, Srinagar, Anantnag and Udhaumpur as its various strata. The selection of the banks for the present study is governed by the fact that all possible categories of respondents could be included in the required sample. Thus the sample represents public, private, and foreign banks operating in India. Also due care was taken to include respondents from rural, urban and metropolitan areas of the country.

Banking was selected as a field of study for it is representative of a typical service industry that might allow conclusions to be generalized to related industries. Further, only front line employees were considered for the sample.

Each contact employee received one questionnaire measuring their perceptions about job resources, perceived service quality and their turnover intention. Out of 400, as many as 257 completed and usable questionnaires completed by employees were received resulting into a response rate of 64 percent. Besides mean, regression, and correlation, path analysis was used to estimate interdependence of various dimensions considered in the present study.

The Research Instruments and Scale Purification

Lickert’s 5- point scale was used throughout the study to measure respondents’ reaction to each item, ranging from strongly disagree (1) to strongly agree (5). The instruments used in the present study were mostly drawn from previous studies. Items of various scales were deleted during the preliminary scale purification processes that include item-scale correlations and exploratory factor analysis. Items were also deleted if the factor loading was less than 0.40 or cross loaded. After deletions, all scale items were statistically significant and all scales showed uni-dimensionality in terms of model fit indices and face validity.

‘Feeling Authorized’, was measured using scale originally developed by Hennig-Thurau (2004). For measuring Role clarity, five items were drawn from the scale originally developed by Rizzo et al. (1970). All the five items were found to represent unidimensional construct(x2 = 15.47, df = 5, p = 0.01, RMR = 0.01, GFI = 0.91, AGFI = 0.88, CFI = 0.92).Five most suitable items were adapted from the scale as were used by Teas (1983) for measuring frontline employee perception of supervisory support from their supervisors. However, one item was deleted as their factor loading was less than 0.40. Therefore, only four (4) items were retained for analysis after scale purification process. Service training was measured by the scale originally developed and successfully used by Lytle et al. (1998). To measure service quality as perceived by frontline employees; six items measuring only employee behavioral attributes were drawn from various dimensions of the SERVQUAL scale (Parasuraman et al., 1988). All the six items provided for a unidimensional scale (x2 = 17.07, df = 5, p = 0.02, RMR = 0.02, GFI = 0.89, AGFI = 0.94, CFI = 0.93). Finally, to measure employee turnover intentions four item scale of Seashore et al., 1982 was found appropriate. The factor loadings of all the items were statistically significant and their standardized estimates ranged from 0.48 to 0.67. All the final measurement items for this study are listed in appendix.

ANALYSIS AND RESULTS:

Our analysis comprises three main steps for estimating linkage between various independent and dependent variables. First, the influence of various elements of job resources on employee turnover intention and employee perceived service quality is estimated via standardized regression coefficients with the help of regression equations. Second, the relation between employee perceived service quality and their retention is estimated through Karl Pearson’s correlation. Finally, the total effects on employee turnover intention that is exerted by elements of job resources either directly or indirectly via employee perceived service quality are measured with the help of path analysis. The estimation of direct as well as indirect effects indicates extent of the mediating role being played by intermediating variable (employee perceived service quality in the present study).

1) EPSQ=Employee Perceived Service Quality; 2) EFA=Employee Feeling Authorized; 3) EPRC= Employee Perceived Role Clarity; 4) EPSS=Employee Perceived Supervisory Support; 5) EPST=Employee Perceived Service Training; and 6) ETOI=Employee Turnover Intention.

Notes: Goodness-of-ﬁt statistics x2 = 838.1, df = 347, p < .05, RMR = 0:043, GFI = 0:79, AGFI =0:76, CFI = 0:91; All correlations are significant at < .05.

The pattern of analyzing and reporting of decomposed direct as well as indirect effects on employee attitudes through path analysis is in line with that followed by Iverson et al.(1996).This facilitated to measure the extent of mediation by intermediating variables (employee outcomes or EPSQ). We estimated a measurement model prior to examining the relationships through path analysis. Table 1 shows the measurement model that provides a reasonable ﬁt to the data. Whereas the x2 value is statistically signiﬁcant (x2 = 838.1, df = 347, p < .05, RMR = 0:043, GFI = 0:79, AGFI =0:76, CFI = 0:91). The goodness-of- ﬁt index (GFI) and the adjusted goodness-of-ﬁt index (AGFI) were 0.79 and 0.76 respectively. The CFI showed a high value of 0.91. Thus, slightly low Cronbatch alpha value in a few constructs is not considered to be a problem with analysis. Further, generally the alpha- estimates are nearer the cut off point (0.70).The Factor loadings of the constituent items are also satisfactory (ranging from 0.48 to 0.67).

The Effects of Job Resources:

The influence of various components of job resources on employee turnover intention is proved via standardized regression coefficients with the help of following regression equations:

y1 = b1x1 + b2x2+……+b4x4 + e; y2= b1x1 + b2x2+……+b4x4 + e; whereby, y1 = employee perceived service quality; y2 = employee turnover intention; X1 = employee feeling authorized; x 2 = employee perceived role clarity; x 3 = employee supervisory support; x 4= employee perceived service training; and e = error term

The SPSS 11.0 for windows was made to run, whereby using ‘forward regression’, data pertaining to y1 to y2 was entered as dependent variables one by one and that of pertaining to X 1 to X 4 was entered as independent variables. The results obtained are presented in Table 2.

Table 2: Results of Regression Analysis, Indicating Impact of Determinants of Job Resources on Employee Perceived Service Quality and Retention

Independent Variables	*Employee Service Quality Perception*	*Employee Turnover Intentions*
01. EFA	0.36*	-0.16**
02. EPRC	0.29*	-0.23**
03. EPSS	0.13**	- 0.15**
04. EPST	0.31**	- 0.14ns
R²	0.34	0.16

Note * <.001 ;**< .01; ns= not significant; EFA=Employee Feeling Authorized; EPRC= Employee Perceived Role Clarity; EPSS=Employee Perceived Supervisory Support; and EPST=Employee Perceived Service Training.

The results in Table 2 indicate that almost all the job resources dimensions (employee feeling authorized, employee perceived role clarity, employee supervisory support, and service training) is significantly correlated with both the employee outcomes (employee perceived service quality and turnover intentions). However, the non significant relation between service training and employee turnover intentions should be taken with care unless replicated by other studies. The estimated R² suggest that job resources explain a variation of 34 and 16 percent in employee service quality perception and their turnover intentions respectively. Specifically, the results clearly indicate that feeling authorized is the most influential factor (b =0.36, p<.001) on employee perceived service quality followed by employee perceived role clarity (b =0.29, p<.001), service training (b =0.31, p<.01) and supervisory support (b =0.13, p<.01).Thus ample support is in favor of H2 that employee perceived job resources is positively related to employee perceived service quality.

The statistics in the table also reveal that excepting with the non significant relationship between service training and employee turnover intentions, the other job resources elements exert it significant (beta values ranging from -0.15 to -0.23 all significant at <.01) impact on their turnover intentions. Therefore the H1 that employee perceived job resources is negatively related to employee turnover intentions is proved correct.

On assessing the linkage in-between the employee perceived service quality and their turnover intentions, a coefficient of (-)0.24 significant at 0.01 also provides support to the H3 that employees’ perceived service quality is negatively related to employee turnover intentions.

The Direct and Indirect Effects of Job Resources on Turnover Intentions.

Examining the significant total causal effects of the various elements of job resources on turnover intentions, both direct and indirect effect is ascertained (See Table 3).The indirect effects are ascertained via employee perceived service quality.

Table 3- Decomposed Direct, Indirect and Total Effects of Elements of Job Resources on Employee Turnover intentions

Elements of Job Resources	Employee Turnover Intentions (Dependent Variable)
(Independent Variable)	Direct effect	Indirect effect	Total effect
1. EFA	-0.179*	-0.113*	-0.292*
2. EPRC	-0.216*	-0.147*	-0.363*
3. EPSS	-0.168*	-0.064*	-0.232*
4. EPST	-0.090 ns	-0.131**	-0.221**

Note: * significant at p <.01; ** significant at p < .05; EFA=Employee Feeling Authorized; EPRC= Employee Perceived Role Clarity; EPSS=Employee Perceived Supervisory Support; and EPST=Employee Perceived Service Training.

Direct effects: The statistics in Table 3 reveal that employee perceived role clarity is one of the most powerful elements of job resources that exerts its direct effect on employee turnover intentions (b = -0.216, p <.01), followed by employee feeling authorized (b = -0.179, p <.01)and employee supervisory support(b = -0.168, p <.01).Though, service training appear to be non-significant antecedent to employee turnover intentions, yet its significance (<.10) is nearer to cut off significance level i.e. <.05 as considered in this study.

Indirect effects: We have noticed several indirect relationships. Employee perceived role clarity has again indicated most significant indirect effect on employee turnover intentions (b = -0.147, p <.01), followed by employee feeling authorized (b = -0.113, p <.01). Employee supervisory support exerts its marginal (b = -0.064, p <.01) indirect effect on employee turnover intentions. Service training appears to be influencing a substantial indirect effect b = -0.131, p <.05).Thus considering the overall direct as well as indirect effects of job resources on employee turnover intentions, the results statistically confirm and provide to support to H1 that employee perceived job resources is negatively related to employee turnover intentions.

Mediating Effects of Employee Perceived Service Quality: One important observation from the above results is that both the direct and indirect effect of employee feeling authorized and employee perceived role clarity is significant and substantial (0.179 and 0.113 respectively, significant at <.01) on employee turnover intentions. This suggests a partial mediation of intermediating variable (i.e. employee perceived service quality in the present study). However, the effect of the employee supervisory support to final outcome is considerable (0.168, p <.01) only through direct effect. This suggests no mediating effect through employee perceived service quality. Though, service training exerts its non significant direct effect on employee turnover intentions, yet its indirect effect is both substantial and significant (0.131, p <.05). This suggests considerable mediation of the intermediating variable (employee service quality perception in the present study).The non significant direct effect of service training on employee turnover intentions should be taken with care as its significance (<.10) was nearer to the cut off significance level of <.05. Considering the overall significant and substantial indirect effects, it is quite safe to accept H4 employees’ perceived service quality mediates the relationship of perceived job resources and employee turnover intentions.

DISCUSSION AND CONCLUSION:

The present study focused on empirical examination of the hypotheses about several positive effects of job resources on frontline employee outcomes in Indian context. It is found that the elements of job resources exert its direct impact on employee perceived service quality and their turnover intentions. The empirical results also report several indirect effects of job resources on employee turnover intentions mediated through employee perceived service quality. These direct as well as indirect linkages highlight the relevance of job resources as well as that of employee perceived service quality to turnover management in service sector.

The results have supported almost all the major predictions. However, the investigation of the positive effects of job resources on employee outcomes has raised several points for discussion. On comparing the regression coefficients and their corresponding p values of job resource dimensions and employee perceived service quality, feeling authorized is the most influential factor (b =0.36, p<.001) on employee perceived service quality. This is in line with the past research as empowered employees can make timely decisions which benefit customers immediately rather than having to delay serving the customer until management permission is obtained (Heskett, 1987).

All the dimensions of job resources positively influence employee perceived service quality. The estimated R² suggest that the job resources over all explain a variation of 34 percent in employee service quality perception.

However, an important observation is the non-significant relationship between service training and employee turnover intentions, which is surprising and should be taken with care unless replicated, for training, coaching, and education has always been associated with desired employee and organizational outcomes. Nonetheless, its p (<0.10) is nearer to cut off significance level of <0.05, considered in this study. Excepting with this non significant relationship, all other job resources appear influencing (a variation of 16 percent suggested by R²) employee turnover intentions. Although, service training does not effect employee turnover intentions directly, yet appears to be exerting a substantial and significant indirect effect (b = -0.131, p <.05).This suggests considerable mediation of the intermediating variable (employee service quality perception in the present study).

This study emphasizes the significance of employee perceived quality as a mediating variable, thus connecting the benefits of job resources to employee turnover intentions. Analyzing the direct as well as indirect effects of job resources on turnover intention, excepting with supervisory support, each job resource influence via perceived employee service quality. This suggests the potential intermediating role of employee perceived service quality and hence its significance for service managers in turnover management. Additionally, one of important conclusion here is that, the impact of employees’ evaluation of firm’s service quality on their turnover intentions or loyalty with the firm has much in common with the impact of customers’ evaluation of the firm’s service quality on their turnover intentions or loyalty with the firm. Noticeably, the former linkage has relatively been unknown in the service literature and needs due attention from research scholars and business practitioners.

In fact, majority of earlier literature on internal marketing has focused upon the issues like employee motivation, satisfaction as predictors of desired employee, organizational and customer outcomes (see e.g. George, 1990). The results of the present study that desired employee job responses (feeling authorized, role clarity, supervisory support and service training) are some of the important determinants of employee perceived service quality and are negatively related to employee turnover intentions goes well in line with this perspective of internal marketing.

MANAGERIAL IMPLICATIONS:

The present study focused on empirical examination of the hypotheses about Job resources, its direct and indirect effects on frontline employee turnover intentions in Indian context. In view of the findings that job resources positively affects employee perceived service quality perception, and reduces their turnover intentions, service organizations need to continuously monitor the job resource dimensions to facilitate their service oriented environment which in turn positively effects employees evaluation of their service quality and negatively effects their turnover intentions.

More specifically, training relevant to specific services offered by organizations should be identified and imparted to help frontline employee dealing with the customer, e.g., interpersonal communication, listening skills and also to develop understanding as to what customer expects during a service encounter. The frequency, quality and accuracy in downward communication and guidance can help frontline employees clearly understand the service standards and the roles expected of them. This will enhance their role clarity and consequently improve their service quality perception.

There is also scope for suggesting that evaluation of training need to be given due importance in employee performance appraisals and linking them with rewards, incentives, promotions can go a long way to improve the role clarity and consequent customer treatment. More discretionary power to frontline employees with adequate training to handle the additional empowerment needs due attention of service managers. It is also suggested that service organizations need to organize seminars, workshops whereby customers, representatives form management and frontline employees can participate to discuss on the issues related to role clarity, customer expectations and so on.

This is in view of the findings that a better communication practice to inform employees what exactly is expected in terms of customer service practices reduces role ambiguity and in turn is expected to result in lower employee turnover.

This study highlights the relevance of service quality perception from frontline employee perspective on account of its mediating role being played in connecting benefits of job resources to employee turnover management. Therefore, this study provides ample empirical evidence to suggest that service managers need to continuously monitor the service quality perception from frontline employees’ point of view. In this way, the service performance gaps, if noticed, can be well attributed to gaps in organizational job resources. The identification, attributions of the gaps and plugging thereof should be done in consultation with the frontline employees. Considering the findings of the present study, this will help service organizations to improve employee perceived service quality as well as manage employee turnover intentions.

In so far as employee perception of the extent to which their supervisors support their employees has inverse correlation with their turnover intentions, service mangers need to identity the service specific supervisory supports required by their frontline employees. The top authorities of the organization are suggested to visit branches and discuss with frontline employees to have an idea about their required supports and aspirations. Organizations can identify the factors that hamper these supports by using various scales and can take corrective measures for improving the same.

Further, the organizations would benefit from understanding, measuring and diagnosing each dimension of job resources to bench mark and monitor how well their particular division or business unit is performing in each of those areas. Adequate top managements’ attention toward proper utilization of the given job resources is of paramount importance. Each business unit can be then monitored and managerial and employee rewards can be based in part on levels of job resources as well as utilizations their of existing within the specific business units.

LIMITATIONS AND DIRECTIONS FOR FUTURE RESEARCH:

As with any research, this study also has some principal limitations that need to be addressed in future research works.

First, the organizational practices included in the present study are generally thought to be related to job resources and consequently to employee turnover intentions though mediated through their employee perceived service quality. However, inclusion of other organizational internal variables like perceived organizational support, perceived coworker’s support, perceived customers participation, perceived organizational justice, perceived career opportunities, perceived technology support, perceived job enrichment, perceived empowerment, perceived team climate and perceived servant leadership as antecedents to job resources and employee turnover intentions could be a more use full research attempt.

Second, while examining the complex relationship between job resources and turnover intentions, employee’ service quality perception was the only intermediating variable used in this study. Therefore, using employee job attitudinal responses like their job satisfaction, motivation, service effort, commitment and esprit de corps as intermediating variable can considerably add to existing line of research.

Third, in the present study, the notion of service quality was captured on the basis of frontline employee response. It is possible that this kind of data-collection process, although convenient for the investigators, might have introduced some bias into the final results of the research. There is scope for suggesting that both frontline employee and customer perception can be ascertained and arithmetically averaged to reduce the bias.

Fourth, as the survey was conducted in Indian context with samples from its banking sector, there are always concerns of generalization.

Finally, an employee turnover intention was considered the final outcome in the present study. However, replacing employee turnover intentions by various measures of organizational performance like profitability, ROI, corporate image, customer retention and loyalty as final outcome variable in banking and other service sectors seems to be the immediate research requirements especially in Indian context.

ACKNOWLEDGEMENTS:

The author highly regard Prof. M. A. Sahaf, Ex- Dean, Faculty of Commerce and Management Studies, University of Kashmir, India for his valuable comments and suggestions that helped in preparation of this manuscript.

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Received on 27.03.2015

Modified on 12.04.2015

Accepted on 02.05.2015

DOI: 10.5958/2321-5828.2015.00013.3