The effect of intercultural sensitivity on employee performance in cross -cultural service encounters.

摘要

The purpose of this study was to evaluate the effect of intercultural sensitivity on employee performance in a cross-cultural service encounter. This research builds on Czepiel, Solomon, Suprenant, & Gutman's (1985) theoretical framework of the service encounter and Bhawuk and Brislin's (1992) examination of intercultural sensitivity.;The significant increase in service offerings throughout the world has caused marketing scholars to focus their attention on the problems and characteristics of the service encounter. However, little attention has been paid to cross-cultural service encounters, even though globalization is causing an increase in these interactions. Furthermore, literature study indicates that the risk of failure increases in cross-cultural service encounters. This study attempted to address that gap in empirical knowledge.;The research design involved a survey of 383 employees and 124 supervisors working in 38 hotels in Florida which have a reputation for superior service and for attracting a significant number (mean = 37%) of foreign guests. The intercultural sensitivity of a service provider---the independent variable---was measured by elements of Kelley and Meyers' copyrighted Cross-Cultural Adaptability Inventory (1995). Employee performance was evaluated against this measure. Supervisors were also surveyed regarding their assessment of employee performance.;The results showed that employees with high intercultural sensitivity scored significantly (p < .05) higher than employees with low sensitivity in terms of service attentiveness, revenue contribution, interpersonal skills, job satisfaction, and social satisfaction. Their score was the same, or lower for motivation, job tenure, and primary rewards (compensation, recognition, etc.). Employees with high intercultural sensitivity also performed "important" activities (as designated by their supervisors) more often than employees with low sensitivity, and they performed these activities more often than the supervisors were used to seeing them performed.;Although this research is exploratory and very preliminary, results suggest that service employees with high intercultural sensitivity will perform better in cross-cultural service encounters. Also presented are alternate explanations for the findings, the implications of the study, the limitations of the project, and recommendations for future research.