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  <Article>
    <Journal>
      <PublisherName>aimsjournal</PublisherName>
      <JournalTitle>Allana Management Journal of Research, Pune</JournalTitle>
      <PISSN>? ?2581-3137 (</PISSN>
      <EISSN>) 2231 - 0290 (Print)</EISSN>
      <Volume-Issue>Volume 5, Issue 1</Volume-Issue>
      <PartNumber/>
      <IssueTopic>Multidisciplinary</IssueTopic>
      <IssueLanguage>English</IssueLanguage>
      <Season>January 2015 - June 2015</Season>
      <SpecialIssue>N</SpecialIssue>
      <SupplementaryIssue>N</SupplementaryIssue>
      <IssueOA>Y</IssueOA>
      <PubDate>
        <Year>-0001</Year>
        <Month>11</Month>
        <Day>30</Day>
      </PubDate>
      <ArticleType>Human Resource Management</ArticleType>
      <ArticleTitle>EXTENDING EXISTING MODELS OF SERVICE QUALITY IN TERMS OF EMPLOYEE ROLES BY CLARIFYING DIMENSIONS OF EMPLOYEE PERFORMANCE</ArticleTitle>
      <SubTitle/>
      <ArticleLanguage>English</ArticleLanguage>
      <ArticleOA>Y</ArticleOA>
      <FirstPage>40</FirstPage>
      <LastPage>54</LastPage>
      <AuthorList>
        <Author>
          <FirstName>Dr. Garibala</FirstName>
          <LastName>Dewasthale</LastName>
          <AuthorLanguage>English</AuthorLanguage>
          <Affiliation/>
          <CorrespondingAuthor>N</CorrespondingAuthor>
          <ORCID/>
          <FirstName>Dr</FirstName>
          <AuthorLanguage>English</AuthorLanguage>
          <Affiliation/>
          <CorrespondingAuthor>Y</CorrespondingAuthor>
          <ORCID/>
          <FirstName>Shailesh</FirstName>
          <LastName>Kasande</LastName>
          <AuthorLanguage>English</AuthorLanguage>
          <Affiliation/>
          <CorrespondingAuthor>Y</CorrespondingAuthor>
          <ORCID/>
        </Author>
      </AuthorList>
      <DOI/>
      <Abstract>In a service context the performance of contact employees (front line employees) represents the service for the customer. Managing employee performance is therefore a critical aspect of all quality initiatives in service organizations. While several studies support the fact that employee performance is an important element of service, very few have it as the focal point. Fewer still have studied employee performance in the context of service quality. In this paper the researchers attempt to investigate the dimensions of employee performance that influence service quality perceptions.

Employee performance has been predominantly conceptualized in the context of Satisfaction, Service Failure or Customer Switching Behavior_ The researchers believe that since Employee performance is critical to customer evaluations of service quality it should be conceptualized in the context of service quality. Moreover, this conceptualization needs to be specific, so as to facilitate managerial decisions in this regard. The present study attempts to extend existing models of service quality by identifying dimensions of employee performance that influence service quality perceptions.

Another objective of this study is to develop hypotheses regarding the dimensions of employee performance that influence service quality perceptions, which may be used for full-scale quantitative research.

The researchers have conduct ed an exploratory study using the Critical Incident Technique (CIT), to identify the dimensions of employee performance that influence service quality perceptions. 12 employee performance dimensions emerged from the study. 3 additional dimensions emerged from the literature review. Base d on these, the researchers have attempted to develop hypotheses for the phenomena under study.

KEYWORDS

Employee Performance , Service Quality, Critical Incident Technique.</Abstract>
      <AbstractLanguage>English</AbstractLanguage>
      <Keywords/>
      <URLs>
        <Abstract>https://aimsjournal.org/ubijournal-v1copy/journals/abstract.php?article_id=13447&title=EXTENDING EXISTING MODELS OF SERVICE QUALITY IN TERMS OF EMPLOYEE ROLES BY CLARIFYING DIMENSIONS OF EMPLOYEE PERFORMANCE</Abstract>
      </URLs>
      <References>
        <ReferencesarticleTitle>References</ReferencesarticleTitle>
        <ReferencesfirstPage>16</ReferencesfirstPage>
        <ReferenceslastPage>19</ReferenceslastPage>
        <References/>
      </References>
    </Journal>
  </Article>
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