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Index of Paper Presentations for the Parallel Sessions - Academy of ...

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empowerment are perceived to be high, <strong>the</strong> moderating influence <strong>of</strong> empowerment on AC and NC couldbe dysfunctional. This suggests that it is crucial <strong>for</strong> service managers not to empower <strong>the</strong>ir FLEs at <strong>the</strong>cost <strong>of</strong> role clarity as this could be deleterious <strong>for</strong> <strong>the</strong> AC and NC levels that <strong>the</strong>se employees experience,especially when <strong>the</strong>y are not clear about <strong>the</strong> new role that empowerment bestows on <strong>the</strong>m.Pr<strong>of</strong>essional development was found to moderate <strong>the</strong> relationships that role conflict bears with ACand NC. The results <strong>of</strong> <strong>the</strong> moderated regression analyses suggest that FLEs who perceived highpr<strong>of</strong>essional development activities rated <strong>the</strong>ir AC and NC levels to be higher than those who did not,regardless <strong>of</strong> <strong>the</strong> level <strong>of</strong> role conflict <strong>the</strong>y experienced. Since pr<strong>of</strong>essional development activities areperceived as <strong>the</strong> organisation‘s concern <strong>for</strong> its employees‘ future prospects <strong>of</strong> <strong>the</strong>ir advancement within<strong>the</strong> organisation, this perceived concern creates feelings <strong>of</strong> attachment (AC) and obligation (NC) on <strong>the</strong>part <strong>of</strong> <strong>the</strong> employees to reciprocate <strong>the</strong> costs associated with development activities incurred by <strong>the</strong>organization (Scholl 1981, Meyer and Allen 1991).Role conflict is, regrettably, unavoidable in front-line positions. It is, <strong>the</strong>re<strong>for</strong>e, most encouragingto find that investing ‗scarce‘ resources in pr<strong>of</strong>essional development programs <strong>for</strong> front-line staff couldprove effective in alleviating <strong>the</strong> dysfunctional influence <strong>of</strong> role conflict on <strong>the</strong>ir AC and NC levels,besides enhancing <strong>the</strong> skills and knowledge <strong>of</strong> front-line staff. These findings add fur<strong>the</strong>r support toMeyer and Smith‘s (2000) findings that pr<strong>of</strong>essional development activities are crucial <strong>for</strong> fostering ACand NC among employees.Limitations and future research directionsSince all respondents in this study are employees <strong>of</strong> a single organization operating in <strong>the</strong> UKtravel service industry, it would be beneficial <strong>for</strong> future work to test our hypo<strong>the</strong>ses using longitudinaldata in different service contexts, to improve upon <strong>the</strong> generalisability <strong>of</strong> our findings. It would also beuseful to extend <strong>the</strong> study in non-western context such as India and China.

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