How do organizations build an internal capability or processes to implement a service excellence strategy and thereby create sustained competitive advantage? Drawing on an integrated extended self and psychology of ownership framework as well as Bowen and Ostroff’s (2004) HR system strength perspective, this study examines processes linking perceived service-oriented high-performance work systems (HPWS) and overall service role performance. Multi-wave data obtained from 530 employees and 53 supervisors in the hospitality industry were used to test our hypotheses. Multilevel structural equation modeling (MSEM) results revealed that higher levels of supervisor customer orientation strengthened the perceived service-oriented HPWS-employee customer orientation relationship leading to job-based psychological ownership. In turn, job-based psychological ownership related to overall service role performance and together with employee customer orientation, sequentially mediated the influence of perceived service-oriented HPWS on overall service role performance. We interpret our findings as providing initial evidence of an alternative motivational pathway through which an HR system influences performance in a frontline service role.

组织如何建立内部能力或流程来实施卓越服务战略，从而创造持续的竞争优势？本研究利用综合扩展自我和所有权心理框架以及 Bowen 和 Ostroff (2004) 的人力资源系统强度观点，研究了将感知的面向服务的高性能工作系统 (HPWS) 与整体服务角色绩效联系起来的过程。从酒店业的 530 名员工和 53 名主管获得的多波数据用于测试我们的假设。多层次结构方程模型 (MSEM) 结果表明，更高水平的主管客户导向加强了感知的以服务为导向的 HPWS-员工客户导向关系，从而导致基于工作的心理所有权。反过来，基于工作的心理所有权与整体服务角色绩效相关，并与员工客户导向一起，依次介导感知服务导向 HPWS 对整体服务角色绩效的影响。我们将我们的发现解释为提供了替代激励途径的初步证据，人力资源系统通过该途径影响一线服务角色的绩效。