This study investigates the relationship between front-line employees' satisfaction with organizational communication and their customer orientation in a commercial recreation setting, finding no significant correlation. The results suggest that front-line employees in this environment differ fundamentally from those in other service settings regarding communication satisfaction and customer orientation. Recommendations include improving communication policies and further research on various employee populations in both commercial and non-commercial contexts.

1. LOGO
THE RELATIONSHIP BETWEEN EMPLOYEE
SATISFACTION WITH ORGANIZATIONAL
COMMUNICATION AND
CUSTOMER ORIENTATION
Matt Wagenheim1 and A. Scott Rood2
Recreation, Leisure Services and Wellness, Ferris State University, 401 South Street,
SRC 103, Big Rapids, MI49307, USA; 2Department of Hospitality and Tourism Management,
Grand Valley State University, B-3-261 Mackinac Hall, Allendale, MI 49401, USA
INDIVIDUAL ASSIGNMENT - 2013
GRADE / SCORE
90
Yayuk Puspa Kartika
Batch 6
1263620062
Human Resources Management
in Hospitality & Tourism
Prof. Syamsir Abduh

2. CONTENTS
Literature Review
Finding & Discussion
Methodology3
Introduction3
Conclusion3

3. The purpose of this study was to explore the relationship between satisfaction
with the organizational communication and external customer orientation among
front-line employees in a commercial recreation setting. Data for the current
study were collected through the use of a survey instrument completed by front-
line employees of a large regional family entertainment center in the Midwest
USA. Contrary to the anecdotal evidence, a significant relationship was not
found between the level of organizational communication satisfaction reported
by front-line employees and their external customer orientation.
Introductions
Results of the current study are consistent with research by Wagenheim (2006)
and Homburg et al. (2009) within a commercial recreation setting, but run contrary
to previous studies conducted in non-commercial recreation environments. Results
suggest that front-line employees within a commercial recreation setting may be
fundamentally different in regard to the organizational communication satisfaction
and the customer orientation as compared with frontline employees in other service
settings. Suggestions are given that may help managers better facilitate customer
orientation among front-line employees.
Keywords:
customer orientation, job satisfaction, organizational communication

4. … Introductions
Providers of leisure and recreation services face increasing challenges within the
current competitive environment including increased competition (from both
commercial recreation and non-commercial recreation service providers) and
decreased discretionary income for consumers.
A variety of research within the service industry has suggested that long-term
relationships with customers are necessary in order to gain a competitive advantage
(Berry, 1983; Gronroos, 1990).
Burke (1999) suggests that keeping existing customers is critical for organizational
survival.
Service profit chain (SPC) models (a path between front-line employees, external
customers, and organizational profitability) indicate financial performance can be
improved through the relationship between employee satisfaction, customer
orientation, customer satisfaction, and customer loyalty.
Homburg et al. (2009)

5. Literature Review
In a longitudinal study involving
organizational alliances (both competitive
alliances and those within the marketing
channel), Rindfleisch and Moorman (2003)
define customer orientation as, “. . .the set
of behaviours and beliefs that places a
priority on customers’ interests and
continuously creates superior customer
value” (p. 422).
Jones et al. (2003) found that front-line
employees’ customer orientation was
positively associated with external
customers’ propensity to leave. That
is, external customers interacting with
employees holding a higher customer
orientation indicated a lower propensity to
switch suppliers.
The practices of management support and
personnel management were positively related to
internal customer orientation. Some studies have
found a negative relationship between front-line
responses to customer-orientation efforts (Pecci and
Rosenthal, 2000).
This could occur if customer- orientation efforts are
perceived to be contrary by workers to their needs
and expectations (Kantsperger and
Kunz, 2005), resulting in lower employee
satisfaction.

6. Organizations use their environment to
communicate to visitors (and employees).
Service failure may, “. . .occur due to a
lack of, or inaccurate, communications and
result in both unhappy customers and
frustrated employees”
(Lewis and Clacher 2001, p. 173).
… Literature Review
Communication is both formal and
informal exchanges of information
between parties within the
relationship.
(Sin et al., 2005).
When employee communication satisfaction
is low (i.e., poor organizational
communication), outcomes include: lower
employee commitment, increased
absenteeism, higher employee turnover,
and reduced productivity.
(Hargie et al., 2002).

7. “In the hospitality industry, it is widely believed that the culture of an organization
encourages and trains employees to want to provide excellent customer service”
Ford and Heaton (2001)
“Thus communication to front-line employees from their superiors is critical.
Communication satisfaction is impacted by communication that provides
information and work tasks, and by communication interactions with co-workers
and superiors”
Anderson and Martin (995)
… Literature Review
The purpose of the current study is to
examine the relationship between front-
line employee’s satisfaction with
organizational communication and their
level of customer orientation.

8. Satisfaction
with the
organization’s
communication
climate
Satisfaction
with
supervisory
communication
Satisfaction
with
communication
concerning
organizational
integrationSatisfaction
with
the
organization’s
media quality
Satisfaction
with corporate
information
Satisfaction
with co-worker
communication
Satisfaction
with personal
feedback
Satisfaction
with
subordinate
communication
Dependent
Variable
Independent
Variable
Methodology
The communication
satisfaction questionnaire (CSQ)
developed by Downs and Hazen (1977)

9. … Methodology
In order to examine the reliability of the scales used in this study, Cronbach’s a-
coefficients were calculated. Cronbach’s a indicates how well a set of variables
measures a single latent construct.
Cronbach’s a-coefficients range from 0.0 to 1.0, and indicate the strength of relationship
between items within a scale. a-Coefficients near 1.0 means items are measuring similar
dimensions of the construct. Scales used in this study were deemed reliable with an a-
coefficient 0.70 (Jeffreys et al., 1997).
Communication satisfaction was measured using the CSQ developed by Downs and
Hazen (1977).

10. equal to 0.84
equal to 0.84
equal to 0.82
equal to 82
equal to 0.82
equal to 0.89
Overall communication satisfaction was measured using all 35 communication items with a
reliability coefficient equal to 97. Customer orientation was measured using a shortened
version of the SOCO scale developed by Saxe and Weitz (1982). Customer orientation has
five items with a reliability coefficient equal to 0.84.
Satisfaction with the
organization’s communication
climate has five items with a
reliability coefficient
… Methodology
Satisfaction with supervisory
communication has five items
with a reliability coefficient
Satisfaction with personal feedback
has five items with a reliability coefficient
equal to 0.79
Satisfaction with co-worker communication has five items with a
reliability coefficient
Satisfaction with communication concerning organizational
integration has five items with a reliability coefficient
Satisfaction with corporate information
has five items with a reliability coefficient
Satisfaction with the organization’s media quality
has five items with a reliability coefficient

11. … Methodology
The population for this study was front-line employees of a regional family entertainment centre (go
carts, mini golf, arcade, etc) in the Midwest USA.
“Front line employee” was defined in this study as hourly paid employees who spend some percentage
of their work time in direct customer contact and are in non-management positions.
The company under study employed 130 frontline employees during the month of data collection. A
total of 97 usable responses were collected equaling a 75% response rate. Trained students visited
the subject facility at ten pre-arranged dates and times that were determined by the centre
management. A total of 14 student interviewers were employed. Interviewers explained to potential
participants the purpose of the research, obtained informed consent, and presented the survey
instrument for the participants to complete.
Employee (participant) participation in this study was encouraged by the centre management but
ultimately participation was voluntary. Each survey instrument was marked with an identification
number to allow the researchers to track which front-line employees’ had completed the survey
ensuring that a single employee did not complete multiple surveys.

12. … Methodology
Simple linear regression is a general linear model designed to explain the relationship
between a single continuous independent variable and a single continuous dependent
variable.
In this study, the method of least squares was used to fit the regression line (the simple
linear regression equation is also known as the least squares regression equation)
(Dallal, 2000).
The method of least squares minimizes the sum of the squares of the residuals of the
points of the data (difference between the observed values and fitted values in the
equation). The following null hypothesis was tested in this study using the simple linear
regression analysis.
H1: N1 Satisfaction with organizational communication among front-line
employees is not related to external customer orientation in a commercial
recreation setting.

13. In order to increase external customer
satisfaction and improve internal marketing
efforts (and ultimately impact organizational
profitability) the organization must implement
policies and procedures to improve
communication.
Despite the results of the current study, the
relationship between the organization and
front-line employees is important.
This study did not find a significant
relationship between front-line employee
satisfaction with organizational
communication and their external customer
orientation. Results of this study indicate a
potential gray area in the SPC model.
Managerial
Implications
Findings & Discussion
The results of this study suggest that seasonal,
front-line employees in a commercial
recreation setting may be fundamentally
different from front-line employees in other
settings as it relates to communication
satisfaction and customer orientation.
It is suggested that future research replicates the
current study with a commercial recreation
population not dominated by seasonal
employees.
The commercial recreation facility under
study typically expands their workforce by
nearly one-third during the busy (summer)
season and simultaneously experiences high
turnover.
Limitations
DISCUSSION

14. Recommendations for
Future Research
Future research using the SOCO scale to measure customer orientation with other
non-selling populations is recommended.
The results of this study suggest that seasonal, front-line employees in a commercial
recreation setting may be fundamentally different from front-line employees in other
settings as it relates to communication satisfaction and customer orientation.
More research comparing front-line employees in various commercial and non
commercial settings is recommended.
Another avenue of exploration suggested is the relationship between the front-line
employee role ambiguity and customer orientation.
… Findings & Discussion

15. Conclusions
1
Without a formal
structure for monitoring,
management may think
subordinates are
receiving everything they
need for optimal
productivity when they
may not be.
2
Front-line employees
may be performing at a
suboptimal level
and, therefore, not
delivering the level of
service quality to external
customers they may be
capable of.
3
To increase external
customer satisfaction
and improve internal
marketing efforts the
organization must
implement policies and
procedures to improve
communication.

16. LOGO
YAYUK PUSPA KARTIKA– BATCH 6