자기개발기회가 고객충성도에 미치는 영향에 대한 연구: 3원 자료를 근거로

The salesperson that works at the point of contact with the customer is more than just selling the product. As a result, customers are strongly influenced by contact points in recognizing and purchasing brands. Recently, in the era of Industry 4, a number of self-service technology-based machines, such as kiosks, are replacing employees in many areas of service. There are frequent orders from kiosks, not face-to-face at fast-food restaurants or cafes. Employees who work at customer contacts feel uneasy that these changes can lead to the loss of jobs themselves (Greenhalgh & Sutton, 1991). Therefore, companies hiring contact employees in the service environment should strive to achieve organizational commitment and achievement through appropriate job resources. This study investigates the process in which employees' self-development opportunities increase brand trust and brand affect, which leads to employee brand identification, and to service performance and customer loyalty. We have confirmed that self-development opportunities that increase the value of individuals have a positive effect on the growth of the company. For this purpose, we used 404 pairs of triadic data of managers, salespeople and customers of distribution companies (department stores) in Seoul and Gyeonggi, Korea. Using LISREL 8.72., overall model fit and hypothesis effects were tested. The results of this study are as follows. First, employees' self-development opportunities had a positive effect on brand trust and brand affect. Second, employees' brand trust and brand affect had a positive effect on employee' s brand identification. Third, employees' brand identification affects manager's evaluation on service performance positively. Fourth, the evaluation of the employee 's service performance by the manager has a positive effect on the customer loyalty. Based on these findings, the following academic and practical implications are suggested. First, by evaluating the service performance from the manager's perspective and measuring the loyalty from the customer's perspective through the triadic analysis, it was possible to more strictly verify that the self-development opportunity had a positive effect on the performance of the actual enterprise. As a result, we can confirm that individual growth can be directly linked to corporate growth. Second, it is meaningful that the variables related to the brand, which was mainly measured in the relationship between the customer and the brand, were approached from the perspective of the salesperson and the brand. Although there have been previous researches that job resources affect brand trust and brand affect of employees, there have not been any empirical analysis of job resources as self - development opportunities as discussed in this study. In this study, empirical analysis of employees 'self - development opportunities affects employees' internal branding. When the brand value of a company is consistent with the brand value recognized by a customer, the company can secure a sustainable competitive advantage. we demonstrate that job resources, such as self-development opportunities given to employees, not only increase the relationship between employees and brands, but also lead to actual company performance. Therefore, companies should pursue sustainable growth through more active support for employees.