Two-Way Efforts Between the Organization and Employees: Impact Mechanism of a High-Commitment Human Resource System on Proactive Customer Service Performance

Abstract

Service quality forms the foundation of customer experience value and is a key competitive edge for service-oriented organizations. In response to increasingly diverse service demands, proactive customer service performance (PCSP), which can improve service experience, has captured the attention of researchers and managers. While research on factors influencing PCSP is plentiful, there is a noticeable gap in discussions around organizational-level factors, especially concerning a high-commitment human resource system (HCHRS) designed to enhance positive relationships between organizations and employees. This study collected data from frontline service employees in China and their managers through a questionnaire survey grounded in self-determination theory (SDT), conservation of resources theory (COR), and social exchange theory (SET) and used hierarchical multiple regression and a mediation effect test to investigate the impact mechanism of the HCHRS on PCSP. This study reveals that the HCHRS directly influences PCSP and positively impacts it by bolstering mission valence (MV) and work meaning (WM). Furthermore, MV and WM serve as serial mediators of the process through which HCHRS affects PCSP. This study enriches research on the antecedent mechanisms of PCSP and offers valuable insights for management practices.