员工主动服务客户行为是服务行业中员工表现出的一种自发的、长远取向的、持久性的服务行为，其目的在于满足客户需求，提高客户满意度，是服务型企业在激烈的竞争中取得成功的关键。因此，如何促进员工持续表现主动服务客户行为已经成为服务行业发展过程中亟待解决的问题。现有研究从人格特质、资源保存理论、组织认同理论和主动动机模型的角度对员工主动服务客户行为的发生机制进行了探讨，但却忽略了行为发生过程中员工与客户的频繁互动以及客户的能动性，缺少对员工主动服务客户行为与客户互动过程的探讨，更难以对员工持续地表现出主动服务客户行为进行解释。事实上，在服务交互的双向过程中，员工与客户在互动过程中可能存在相互影响的互动螺旋效应，成为影响员工持续表现出主动服务客户行为的关键。基于此，本书尝试将社会互动理论引入主动动机模型，在客户—员工互动视角下，深入挖掘员工主动服务客户行为与客户支持的互动螺旋机制，为员工持续表现出主动服务客户行为提供理论解释，并在此基础上开展相应的干预研究。近年来，医疗行业作为新兴服务行业也受到了广泛的关注，鉴于护理人员主动服务客户（患者）行为的价值和意义，本书以护理人员为研究对象开展具体研究，主要研究内容及结论如下：

（1）由于行为的情境依赖性，研究一旨在了解医疗行业中护理人员主动服务客户行为的表现形式，并开发相应的测量工具。首先对27名护理人员进行访谈，通过开放式编码、主轴编码、选择性编码编写问卷条目。然后邀请20位专家通过两轮德尔菲法进一步修改问卷条目。最后对509名护理人员进行问卷调查，将回收数据进行信度分析，并将数据随机分成两半，分别进行探索性因素分析和验证性因素分析，结果表明编制的单维度的护理人员主动服务客户（患者）行为量表信度、效度良好，可作为护理人员主动服务客户行为的测量工具。此外，为了在较大程度上解释护理人员主动服务客户行为出现的环境和条件，加深对行为产生的理解，研究二以T医院为典型案例，通过对25名护理人员的深度访谈，初步探讨护理人员主动服务客户行为的作用效果和影响因素。结果发现护理人员主动服务客户行为对组织、患者和员工自身都有积极影响；员工个体因素（如人格特质、一般能力特征等）、团队因素（如社会学习、团队氛围等）、组织因素（如组织认同、组织文化与政策等）和客户因素（客户支持、客户感恩等）对护理人员主动服务客户行为具有影响。其中员工主动服务客户行为与客户积极行为（例如，客户支持）之间还可能存在着积极的互动螺旋效应，员工可能通过主动服务客户行为促进客户积极行为，从而进一步促进员工主动服务客户行为，后续研究将继续对这一现象进行探讨和检验。

（2）为了全面了解我国员工主动服务客户行为的现状，研究三和研究四进一步通过大样本问卷调查的方法对员工主动服务客户行为的作用效果和影响因素进行了全面的探讨。研究三通过对540名护理人员进行调查发现员工主动服务客户行为对客户支持有正向预测作用，对客户欺凌有负向预测作用。研究四通过对125名领导和674名员工的配对数据进行调查发现团队层面因素（公仆型领导）、个体层面因素（员工主动性人格和客户取向观点采择能力）和客户因素（客户支持和客户感恩）对员工主动服务客户行为有正向预测作用。

（3）在客户—员工互动视角下，为了进一步挖掘客户的作用，研究五和研究六考察了客户支持对员工主动服务客户行为的作用机制。研究五采用日志法对158名员工进行连续10个工作日的调查，结果发现：员工当日感受到的客户支持对员工当日主动服务客户行为有显著的正向预测作用；客户支持能通过社会分享和三种主动动机状态（自我效能感、工作意义感和积极情绪）的中介作用对员工主动服务客户行为产生影响，其中包括社会分享和主动动机状态的单独中介作用，以及社会分享和主动动机状态的链式中介作用。研究六进一步对80个团队领导和373名员工的调查数据进行跨层分析发现：客户支持正向预测员工主动服务客户行为；员工主动动机状态（角色宽度自我效能感和工作意义感）在客户支持与员工主动服务客户行为之间起中介作用；员工主动动机状态（角色宽度自我效能感和工作意义感）在公仆氛围与员工主动服务客户行为之间起中介作用；公仆氛围对客户支持与员工角色宽度自我效能感之间的关系具有调节作用，当公仆氛围更高时，二者关系更强；公仆氛围调节了员工角色宽度自我效能感在客户支持与员工主动服务客户行为之间所起的中介效应，即公仆氛围越强，该中介效应越大。

（4）为了进一步阐释在客户—员工互动视角下，员工主动服务客户行为与客户支持的关系，研究七和研究八考察了员工主动服务客户行为与客户支持之间的互动螺旋效应。其中，研究七对247名员工间隔3个月的纵向调查发现：员工主动服务客户行为与客户支持之间存在互动螺旋效应，即员工主动服务客户行为对客户支持的滞后效应显著；客户支持对员工主动服务客户行为的滞后效应显著。研究八对129名员工间隔1周的四次纵向调查同样也发现了以上结果。这一结果说明客户—员工互动过程中，员工主动服务客户行为可以提高客户支持，进一步促进员工主动服务客户行为，从而促使员工持续表现出主动服务客户行为。

（5）在上述研究基础上，研究九开发了“每日分享”干预方案来提高员工主动服务客户行为。采用准实验设计的方式，对两个科室的40名员工进行干预研究，结果发现干预方案有效，干预组员工主动服务客户行为得到了显著提升，员工角色宽度自我效能感、工作意义感和积极情绪有显著提高，科室客户整体满意度也得到了显著提高。

本书的贡献主要体现在以下三个方面：首先，本书将社会互动理论的思想引入主动服务客户行为的研究中，体现了服务情境中员工与客户频繁互动的特点，首次从客户—员工互动的视角探讨了员工主动服务客户行为的发生过程，为理解服务交互中员工与客户相互影响的动态变化过程提供了新的理论视角。其次，本书拓展了主动动机模型的理论框架。主动动机模型认为组织内部因素和员工个体因素会通过影响员工主动动机状态来影响员工主动服务客户行为。本书将主动动机模型中主动动机状态的产生从组织内部因素和个体因素拓展到了组织外部因素（客户支持）和组织内部因素（公仆氛围）与外部因素（客户支持）交互作用的层面。更重要的是，本书发现员工主动服务客户行为与客户支持之间存在积极互动螺旋效应，首次为主动动机模型理论框架中持续主动动机状态的来源提供了可能路径，揭示了客户—员工互动螺旋的发生过程，为员工持续表现出主动服务客户行为提供了解释。最后，本书通过“每日分享”的干预方案来提升员工主动服务客户行为，有助于服务型企业在管理实践中促进员工持续表现出主动服务客户行为，提高客户满意度和员工工作体验，从而构建员工与客户之间健康、积极的互动关系，实现企业、客户和员工的共赢。

关键词：主动服务客户行为；客户支持；主动动机模型；社会互动理论；螺旋效应

Abstract

Proactive customer service performance（PCSP）refers to“self-started,long-term-oriented,and persistent service behavior”of service employees.Employees' PCSP has the potential to anticipate and meet the needs beyond customers' expectations and solve problems without being told,and it has been linked with high customer satisfaction,ultimate enterprise income,and the success of service organizations.Thus,how to improve employees to maintain high levels of PCSP over time that is critical for the service organizational development.Previous research has linked PCSP with a variety of potential antecedents from four perspectives,including the perspective of personal traits,conservation of resources,organizational identity,and proactive motivation model.While the existing studies often ignored the frequent interaction process between employees and customers,who as an important situational factor may have an impact on employee behaviors,and we also know little about why employees may maintain high levels of PCPS.In fact,the service interaction is a two-way process,which may lead to the spiral effect between employees and customers.Thus,the current studies integrate the social interaction theory into the proactive motivation model,aiming to gain more insight on the interaction spiral mechanism between employee PCSP andcustomer-initiated support to provide theoretical explanation for the maintaining high levels of PCSP.Moreover,an intervention program based on the results was de signed and the effectiveness was tested.As it is applicable and valuable to investigate employee PCSP in hospitals as the service industry,data of these studies were collected through clinical nurses in China.

（1）To preliminarily examine the basic concept and key behaviors of nurses' PCSP and develop the corresponding measuring tool,27 nurses were recruited to participate in an interview and the interview data was analyzed by the Consensual Qualitative Research method.The initial preliminary questionnaire items were developed basing on the interview content through three analytic procedures including open coding,axial coding,and selective coding,and two rounds of Delphi method with 20 experts.At last,reliability analyses,exploratory factor analysis,and confirmatory factor analysis were conducted with 509 nurses.This questionnaire had good reliability and structure validity; thus,it could be used as an effective measurement for PCSP in nurses.Besides,in order to explore the antecedents and outcomes of nurses' PCSP,study 2 conducted a qualitative study based on the Grounded Theory with the sample of Thospital.Through three analytic procedures including open coding,axial coding,and selective coding for analyzing the interview data from 25 nurses,we summarized that nurses' PCSP are beneficial for the hospital,customer（patients）,and employees themselves.At the same time,four core categories of antecedents were summarized at the individual level（e.g.personal trait,general ability）,team level（e.g.social learning,team climate）,organizational level（e.g.organizational identity,organizational culture and policy）,and customer level（e.g.customer-initiate support,customer gratitude）.Moreover,we found that there was an interaction spiral between employee PCSP and customer positive behaviors（e.g.customer-initiate support）.It suggested that employee PCSP was positively related to customer-initiated support,which in turn promoted employee PCSP.The following studies would examine the results with dyadic methods more effec tively.

（2）Study 3 and study 4 aimed to examine outcomes toward customers and general antecedents of employee PCSP to better understand employee PCSP.Study 3 was conducted to investigate the effect of employee PCSP on customer behaviors.Using a sample of 540 nurses,we found that employee PCSP was positively related to customer-initiated support and negatively related to customer mistreatment.In study 4,we collected two-wave time-lagged data from 674 clinical nurses and 125 supervisors.Results showed that servant leadership,employee proactive personality,customeroriented perspective taking,customer-initiated support,and customer gratitude were positively related to employee PCSP.

（3）Drawing on the proactive motivation model and theories of motivational fit,the current study examined customer-initiated support as an antecedent of employee PCSP and investigated the mediating role of proactive motivations and the moderating role of serving culture of this relationship.We conducted two multilevel studies to test the proposed hypotheses.In study 5,we collected diary data from 158 nurses across 10 working days,and results showed that the relationship between nurses' daily experience of customer-initiated support and their PCSP was mediated by a model of serial mediation of social sharing and proactive motivation（selfefficacy,work meaning,and positive affect）.In study 2,we collected multilevel multi-source data from 373 nurses nested within 80 units and found that nurses' experience of customer-initiated support was positively related to their supervisor-rated PCSP via role-breadth self-efficacy and work meaning,but not through positive affect.Further,team-level serving culture strengthened the positive relationship between customer-initiated support and role-breadth self-efficacy,such that the indirect relationships was stronger when there was a higher rather than lower level of serving culture.

（4）In order to further investigate the dynamic relationship between employee PCSP and customer-initiated support drawing on the perspectives of customer-employee interaction,study 7 and study 8 used two crosslagged panel design to examine the spiral relationship between employee PCSP and customer-initiated support.We measured both customer-initiated support and employee PCSP twice with a 3-month lag with 247 nurses in study 7 and four times with one-week lag among 129 nurses in study 8,and found that employee PCSP had a significant lagged effect on customerinitiated support and customer-initiated support also had a significant lagged effect on employee PCSP,which provided evidence for the spiral relationship between employee PCSP and customer-initiated support.

（5）Based onthe studies above,study 9 developed an intervention program of“daily social sharing”to increase employee PCSP.We conducted a quasi-experimental field design,and pre-and post-intervention surveys were completed with one month apart.The sample included a total of 40 employees（intervention group:20;control group:20）.Results demonstrated the positive effect of“daily social sharing”intervention on promoting employee PCSP,role-breadth self-efficacy,work meaning,and positive affect,and increasing customer satisfaction.

The contributions of this book are three-fold.First,this book extends the literature of PCSP by introducing the social interacting theory into the proactive motivation model,demonstrating the influence mechanism of employee PCSP from the perspective of positive customer-employee interaction,which provide new insight for the dynamic process of maintaining employee high levels of PCSP.Second,proactive motivation model suggests that situational and individual factors can promote employees' proactive behaviors through three motivational pathways,including“can do”,“reason to”,and“energized to”pathways.This book contributes to the proactive motivational model by extending the factors promoting motivational state form internal organizational factors（e.g.team climate）to social context factors beyond the organization（e.g.customer-initiated support）and the interaction effect between the two（e.g.serving culture and customer-initiated support）.Moreover,to our knowledge this book is the first to examine the spiral relationships between employee PCSP and customer-initiated support,clarifying the pathway to provide motivational state sustainably and how to keep employee maintaining PCSP in high level in customer-employee interaction.Third,this book has developed an intervention of“daily social sharing”to improve employee PCSP,which is valuable for organization to manage employee PCSP and promotecustomer satisfaction,employee positive experience during the work,enterprise income and the success of service organizations.

Key words: proactive customer service performance（PCSP）; customer-initiated support; proactive motivation model;social interacting theory; spiral effect