The Impact of Reliable Leadership and Job crafting on Customer Orientation and Service Recovery Performance; Case Study of Sepah Bank of Khuzestan

Document Type : Original Article

Authors

1 Management Department, Payame-Noor University of Shahrekord, Shahrekord, Iran

2 MA of Public Administration, Islamic Azad University, Boroujerd, Iran

3 Management Department, Payame-Noor University of Ilam, Ilam, Iran

Abstract

The purpose of this study was to investigate the effect of reliable leadership and Job crafting on customer orientation and service recovery performance in Sepah Bank in Khuzestan province. The present research is practical in terms of purpose and is descriptive survey research in terms of research method. Research data using a standard integrated questionnaire to measure reliable leadership variable with 16 items of standard questionnaire of Walumbwa et al. (2008), to measure customer-oriented performance variable with 7 items of Dimitriadis standard questionnaire (2007) to measure performance variable Service retrieval with 5 items of the standard questionnaire of Babakos et al. (2003) and to measure the variable of Job crafting with 21 items of the standard questionnaire of Thames et al. (2012) were collected in the form of Likert scale. The statistical population of the study was 605 employees of Sepah Bank in Khuzestan province, which according to Cochran's formula, 235 people randomly formed the volume of the research sample. Cronbach's alpha of the numerical value of this coefficient for the standard questionnaire was generally 0.835. SPSS and AMOS statistical software were used for an inferential analysis of research data. The results showed that, given that the critical ratio is equal to 4.486, which is more than 1.96, reliable leadership has a positive effect on customer orientation; also, given that the critical ratio is 2.646, we conclude that reliable leadership has a positive effect on service recovery performance; given that the critical ratio is 6.158,

Keywords

Journal of International Marketing Modeling
Volume 2, Issue 1
March 2021
Pages 41-54

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