<_SYM psyRA_NP JAPP_NP 2012_CD 1_CD >_SYM 
<_SYM Impact_NP of_IN High-Performance_NP Work_NP Systems_NPS on_IN Individual-_NP and_CC Branch-Level_NP Performance_NP :_: Test_NN of_IN a_DT Multilevel_NP Model_NP of_IN >_SYM <_SYM Intermediate_NP Linkages_NP >_SYM 
<_SYM Samuel_NP Aryee_NP Emmanuel_NP Y_NP ._SENT M_NP ._SENT Seidu_NP Lilian_NP E_NP ._SENT Otaye_NN >_SYM 
Abstract_JJ 
We_PP proposed_VVD and_CC tested_VVD a_DT multilevel_JJ model_NN ,_, underpinned_VVN by_IN empowerment_NN theory_NN ,_, that_WDT examines_VVZ the_DT processes_NNS linking_VVG high-performance_JJ work_NN systems_NNS (_( HPWS_NP )_) and_CC performance_NN outcomes_NNS at_IN the_DT individual_JJ and_CC organizational_JJ levels_NNS of_IN analyses_NNS ._SENT Data_NNS were_VBD obtained_VVN from_IN 37_CD branches_NNS of_IN 2_CD banking_NN institutions_NNS in_IN Ghana_NP ._SENT Results_NNS of_IN hierarchical_JJ regression_NN analysis_NN revealed_VVD that_IN/that branch-level_JJ HPWS_NN relates_VVZ to_TO empowerment_NN climate_NN ._SENT Additionally_RB ,_, results_NNS of_IN hierarchical_JJ linear_JJ modeling_NN that_WDT examined_VVD the_DT hypothesized_VVN cross-level_NN relationships_NNS revealed_VVD 3_CD salient_JJ findings_NNS ._SENT First_RB ,_, experienced_JJ HPWS_NN and_CC empowerment_NN climate_NN partially_RB mediate_VV the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ._SENT Second_JJ ,_, psychological_JJ empowerment_NN partially_RB mediates_VVZ the_DT influence_NN of_IN empowerment_NN climate_NN and_CC experienced_JJ HPWS_NNS on_IN service_NN performance_NN ._SENT Third_JJ ,_, service_NN orientation_NN moderates_VVZ the_DT psychological_JJ empowerment�service_NN performance_NN relationship_NN such_JJ that_IN/that the_DT relationship_NN is_VBZ stronger_JJR for_IN those_DT high_JJ rather_RB than_IN low_JJ in_IN service_NN orientation_NN ._SENT Last_JJ ,_, ordinary_JJ least_JJS squares_NNS regression_NN results_NNS revealed_VVD that_IN/that branch-level_JJ HPWS_NN influences_VVZ branch-level_JJ market_NN performance_NN through_IN cross-level_JJ and_CC individual-level_JJ influences_NNS on_IN service_NN performance_NN that_WDT emerges_VVZ at_IN the_DT branch_NN level_NN as_IN aggregated_VVN service_NN performance_NN ._SENT 
The_DT competitive_JJ global_JJ marketplace_NN and_CC the_DT ease_NN with_IN which_WDT sources_NNS of_IN competitive_JJ advantage_NN such_JJ as_IN product_NN and_CC technological_JJ innovations_NNS can_MD be_VB imitated_VVN have_VHP highlighted_VVN the_DT importance_NN of_IN employee_NN contributions_NNS as_IN a_DT critical_JJ resource_NN in_IN creating_VVG and_CC sustaining_VVG competitive_JJ advantage_NN ._SENT Accordingly_RB ,_, much_JJ research_NN has_VHZ focused_VVN on_IN the_DT strategic_JJ management_NN of_IN employees_NNS in_IN order_NN to_TO unleash_VV their_PP$ productive_JJ potential_NN (_( Batt_NP ,_, 2002_CD )_) ._SENT Predicated_VVN on_IN the_DT assumption_NN that_IN/that adoption_NN of_IN a_DT specific_JJ organizational_JJ strategy_NN aligned_VVN with_IN a_DT system_NN of_IN internally_RB coherent_JJ human_JJ resource_NN practices_NNS rather_RB than_IN individual_JJ isolated_JJ practices_NNS impacts_VVZ organizational_JJ performance_NN (_( Lepak_NP ,_, Liao_NP ,_, Chung_NP ,_, &_CC Harden_NP ,_, 2006_CD )_) ,_, research_NN in_IN strategic_JJ human_JJ resource_NN management_NN (_( SHRM_NP )_) has_VHZ examined_VVN the_DT influence_NN of_IN the_DT use_NN of_IN high-performance_JJ work_NN systems_NNS (_( HPWS_NP )_) on_IN organizational_JJ performance_NN ._SENT HPWS_NP describes_VVZ a_DT �system_NN of_IN HR_NP practices_NNS designed_VVN to_TO enhance_VV employees_NNS '_POS skills_NNS ,_, commitment_NN ,_, and_CC productivity_NN in_IN such_PDT a_DT way_NN that_IN/that employees_NNS become_VVP a_DT source_NN of_IN sustainable_JJ competitive_JJ advantage�_NN (_( Datta_NP ,_, Guthrie_NP ,_, &_CC Wright_NP ,_, 2005_CD ,_, p_NN ._SENT 136_LS )_) ._SENT Given_VVN the_DT documented_VVN influence_NN of_IN the_DT use_NN of_IN HPWS_NNS on_IN performance_NN (_( Combs_NP ,_, Liu_NP ,_, Hall_NP ,_, &_CC Ketchen_NP ,_, 2006_CD ;_: Delery_NP &_CC Shaw_NP ,_, 2001_CD )_) ,_, there_EX is_VBZ an_DT increasing_VVG focus_NN on_IN explicating_VVG the_DT intermediate_JJ linkages_NNS in_IN this_DT relationship_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Evans_NP &_CC Davis_NP ,_, 2005_CD ;_: Gong_NP ,_, Law_NP ,_, Chang_NP ,_, &_CC Xin_NP ,_, 2009_CD ;_: Liao_NP ,_, Toya_NP ,_, Lepak_NP ,_, &_CC Hong_NP ,_, 2009_CD ;_: Sun_NP ,_, Aryee_NP ,_, &_CC Law_NP ,_, 2007_CD ;_: Takeuchi_NP ,_, Lepak_NP ,_, Wang_NP ,_, &_CC Takeuchi_NP ,_, 2007_CD )_) ._SENT For_IN example_NN ,_, research_NN has_VHZ examined_VVN collective_JJ human_JJ capital_NN and_CC social_JJ exchange_NN climate_NN (_( Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ,_, organizational_JJ commitment_NN (_( Gong_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ,_, and_CC service-oriented_JJ citizenship_NN behavior_NN (_( Sun_NP et_NP al_NP ._SENT ,_, 2007_CD )_) as_IN underlying_VVG mechanisms_NNS of_IN the_DT influence_NN of_IN the_DT use_NN of_IN HPWS_NNS on_IN organizational_JJ performance_NN ._SENT 
Although_IN much_RB is_VBZ now_RB known_VVN about_IN these_DT intermediate_JJ linkages_NNS ,_, the_DT extant_JJ literature_NN has_VHZ yielded_VVN only_RB limited_JJ insights_NNS into_IN the_DT influence_NN of_IN the_DT use_NN of_IN HPWS_NNS on_IN employee_NN outcomes_NNS ._SENT This_DT is_VBZ particularly_RB unfortunate_JJ ,_, as_IN human_JJ resource_NN (_( HR_NP )_) practices_NNS have_VHP been_VBN argued_VVN to_TO influence_VV performance_NN through_IN employee_NN attitudes_NNS and_CC behavior_NN (_( Bowen_NP &_CC Ostroff_NP ,_, 2004_CD )_) ._SENT Although_IN recent_JJ research_NN has_VHZ started_VVN to_TO address_VV this_DT gap_NN ,_, it_PP has_VHZ focused_VVN exclusively_RB on_IN individual-level_JJ attitudinal_JJ and_CC behavioral_JJ outcomes_NNS (_( Kehoe_NP &_CC Wright_NP ,_, 2010_CD ;_: Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Snape_NP &_CC Redman_NP ,_, 2010_CD ;_: Takeuchi_NP ,_, Chen_NP ,_, &_CC Lepak_NP ,_, 2009_CD )_) ._SENT Consequently_RB ,_, there_EX is_VBZ a_DT need_NN for_IN �multilevel_JJ research_NN to_TO examine_VV simultaneously_RB the_DT impact_NN and_CC influence_NN processes_NNS of_IN HPWSs_NP on_IN performance_NN outcomes_NNS at_IN both_CC the_DT individual_NN and_CC unit_NN levels_NNS of_IN analysis�_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ,_, p_NN ._SENT 388_LS )_) ._SENT This_DT is_VBZ particularly_RB important_JJ if_IN we_PP are_VBP to_TO more_RBR accurately_RB understand_VV how_WRB and_CC why_WRB individual_JJ and_CC organizational_JJ influences_NNS shape_VVP the_DT performance_NN effects_NNS of_IN the_DT use_NN of_IN HPWS_NP and_CC thereby_RB provide_VV organizations_NNS and_CC their_PP$ managers_NNS with_IN actionable_JJ knowledge_NN about_IN how_WRB to_TO use_VV HR_NP practices_NNS effectively_RB to_TO create_VV and_CC sustain_VV competitive_JJ advantage_NN ._SENT Further_RBR ,_, although_IN the_DT relative_JJ dearth_NN of_IN HPWS_JJ research_NN in_IN the_DT service_NN relative_JJ to_TO the_DT manufacturing_NN sector_NN has_VHZ increasingly_RB been_VBN addressed_VVN (_( Batt_NP ,_, 2002_CD ;_: Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Sun_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ,_, much_RB of_IN this_DT research_NN has_VHZ examined_VVN social_JJ exchange_NN theory_NN and_CC the_DT resource-based_JJ view_NN (_( human_JJ capital_NN )_) to_TO account_VV for_IN the_DT demonstrated_VVN influence_NN of_IN HPWS_NNS on_IN performance_NN (_( Batt_NP ,_, 2002_CD ;_: Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ._SENT This_DT has_VHZ resulted_VVN in_IN a_DT neglect_NN to_TO model_VV the_DT influence_NN of_IN empowerment_NN in_IN the_DT intermediate_JJ linkages_NNS between_IN the_DT use_NN of_IN HPWS_NP and_CC its_PP$ performance_NN outcomes_NNS (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ._SENT This_DT is_VBZ an_DT important_JJ oversight_NN ,_, especially_RB given_VVN the_DT critical_JJ role_NN of_IN empowerment_NN in_IN theorizations_NNS of_IN the_DT HPWS�performance_NP relationship_NN (_( Applebaum_NP ,_, Bailey_NP ,_, Berg_NP ,_, &_CC Kalleberg_NP ,_, 2000_CD ;_: Delery_NP &_CC Shaw_NP ,_, 2001_CD )_) as_IN well_RB as_RB in_IN the_DT performance_NN of_IN customer_NN contact_NN employees_NNS (_( Bowen_NP &_CC Schneider_NP ,_, 1988_CD ;_: Peccei_NP &_CC Rosenthal_NP ,_, 2001_CD )_) ._SENT 
Based_VVN on_IN data_NNS obtained_VVN from_IN the_DT banking_NN sector_NN in_IN Ghana_NP ,_, an_DT emerging_VVG economy_NN ,_, this_DT study_NN aimed_VVN to_TO further_VV this_DT stream_NN of_IN research_NN by_IN simultaneously_RB examining_VVG multilevel_JJ intermediate_JJ linkages_NNS between_IN the_DT use_NN of_IN and_CC employee_NN experience_NN of_IN HPWS_NN and_CC individual-_NN and_CC branch-level_JJ performance_NN outcomes_NNS ._SENT Informed_VVN by_IN Bowen_NP and_CC Ostroff_NP 's_POS (_( 2004_CD )_) recommendation_NN that_IN/that HR_NP management_NN practices_NNS should_MD be_VB driven_VVN by_IN an_DT organization_NN 's_POS strategy_NN focus_NN ,_, Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) developed_VVD an_DT HPWS_NN for_IN service_NN quality_NN ,_, which_WDT we_PP employed_VVN in_IN this_DT study_NN ._SENT Although_IN the_DT constituent_JJ dimensions_NNS of_IN HPWS_NNS for_IN service_NN quality_NN reflect_VVP those_DT used_VVN in_IN the_DT extant_JJ HPWS_NN research_NN ,_, they_PP are_VBP driven_VVN by_IN a_DT focus_NN on_IN enhancing_VVG service_NN quality_NN ._SENT We_PP examined_VVD a_DT cross-level_JJ model_NN (_( shown_VVN in_IN Figure_NP 1_CD )_) comprising_VVG branch-level_JJ variables_NNS (_( use_NN of_IN HPWS_NP ,_, empowerment_NN climate_NN ,_, and_CC branch-level_JJ market_NN performance_NN )_) and_CC individual-level_JJ variables_NNS (_( experienced_VVN HPWS_NP ,_, psychological_JJ empowerment_NN ,_, service_NN orientation_NN ,_, and_CC service_NN performance_NN )_) ._SENT We_PP posit_VVP the_DT use_NN of_IN HPWS_NP (_( hereafter_RB called_VVN branch-level_JJ HPWS_NNS )_) to_TO influence_VV empowerment_NN climate_NN ._SENT We_PP further_RBR posit_VV experienced_JJ HPWS_NNS and_CC empowerment_NN climate_NN to_TO mediate_VV the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ,_, psychological_JJ empowerment_NN to_TO mediate_VV the_DT influence_NN of_IN empowerment_NN climate_NN and_CC experienced_JJ HPWS_NNS on_IN service_NN performance_NN ,_, and_CC service_NN orientation_NN to_TO moderate_VV the_DT influence_NN of_IN psychological_JJ empowerment_NN on_IN service_NN performance_NN ._SENT We_PP also_RB posit_VVP the_DT emergence_NN of_IN individual-level_JJ service_NN performance_NN at_IN the_DT branch_NN level_NN or_CC aggregated_VVN service_NN performance_NN to_TO influence_VV branch-level_JJ market_NN performance_NN ._SENT 
By_IN pursuing_VVG these_DT objectives_NNS ,_, this_DT study_NN contributes_VVZ to_TO the_DT literature_NN in_IN three_CD ways_NNS ._SENT First_RB ,_, we_PP add_VVP to_TO the_DT limited_JJ research_NN (_( e.g._FW ,_, Gittell_NP ,_, Seidner_NP ,_, &_CC Wimbush_NP ,_, 2010_CD ;_: Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2009_CD )_) that_WDT has_VHZ responded_VVN to_TO Ostroff_NP and_CC Bowen_NP 's_POS (_( 2000_LS )_) call_VV for_IN a_DT multilevel_JJ approach_NN to_TO understanding_VVG the_DT HPWS�performance_NP relationship_NN ._SENT By_IN adopting_VVG a_DT multilevel_JJ perspective_NN ,_, our_PP$ study_NN explicitly_RB recognizes_VVZ the_DT integrated_JJ nature_NN of_IN organizations_NNS such_JJ that_WDT individual_NN and_CC organizational_JJ characteristics_NNS combine_VVP to_TO influence_VV individual_JJ and_CC organizational_JJ outcomes_NNS (_( Kozlowski_NP &_CC Klein_NP ,_, 2000_CD )_) ._SENT 
Second_RB ,_, although_IN we_PP did_VVD not_RB examine_VV a_DT homologous_JJ model_NN of_IN the_DT effects_NNS of_IN psychological_JJ empowerment_NN on_IN performance_NN (_( Chen_NP ,_, Kirkman_NP ,_, Kanfer_NP ,_, Allen_NP ,_, &_CC Rosen_NP ,_, 2007_CD ;_: Seibert_NP ,_, Wang_NP ,_, &_CC Courtright_NP ,_, 2011_CD )_) ,_, we_PP extend_VVP research_NN on_IN empowerment_NN in_IN a_DT number_NN of_IN ways_NNS ._SENT We_PP examined_VVD the_DT cross-level_JJ mediating_VVG influence_NN of_IN empowerment_NN climate_NN on_IN the_DT relationship_NN between_IN branch-level_JJ HPWS_NNS and_CC psychological_JJ empowerment_NN ._SENT Additionally_RB ,_, by_IN examining_VVG the_DT moderating_VVG influence_NN of_IN service_NN orientation_NN on_IN the_DT psychological_JJ empowerment�service_NN performance_NN relationship_NN ,_, we_PP extend_VVP the_DT limited_JJ research_NN on_IN the_DT boundary_NN conditions_NNS of_IN psychological_JJ empowerment_NN to_TO the_DT individual_JJ level_NN ._SENT Previous_JJ research_NN examined_VVD the_DT contextual_JJ boundary_NN conditions_NNS of_IN team_NN empowerment_NN (_( Chen_NP et_NP al_NP ._SENT ,_, 2007_CD )_) and_CC industry_NN differences_NNS (_( Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ._SENT Understanding_VVG the_DT boundary_NN conditions_NNS of_IN this_DT relationship_NN should_MD provide_VV valuable_JJ knowledge_NN for_IN managers_NNS in_IN enhancing_VVG the_DT effectiveness_NN of_IN empowerment_NN practices_NNS ._SENT 
Last_JJ ,_, theorizing_VVG in_IN SHRM_NP has_VHZ suggested_VVN employee_NN behavior_NN as_IN a_DT mediator_NN of_IN the_DT climate�performance_NN relationship_NN (_( Ostroff_NP &_CC Bowen_NP ,_, 2000_CD )_) ._SENT Yet_RB research_NN that_WDT adopts_VVZ a_DT macro-level_JJ perspective_NN has_VHZ failed_VVN to_TO examine_VV why_WRB climate_NN relates_VVZ to_TO organizational_JJ performance_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Sun_NP et_NP al_NP ._SENT ,_, 2007_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ._SENT By_IN examining_VVG the_DT cross-level_JJ processes_NNS through_IN which_WDT branch-level_JJ HPWS_NN influences_VVZ individual_JJ service_NN performance_NN ,_, which_WDT emerges_VVZ at_IN the_DT branch_NN level_NN as_IN aggregated_VVN service_NN performance_NN ,_, we_PP provide_VVP a_DT more_RBR complete_JJ test_NN of_IN theorizing_VVG in_IN SHRM_NP research_NN that_WDT conceptualizes_VVZ aggregated_VVN employee_NN behavior_NN as_IN an_DT antecedent_NN of_IN organizational_JJ performance_NN (_( Wang_NP &_CC Walumbwa_NP ,_, 2007_CD )_) ._SENT 
Theoretical_JJ Framework_NP and_CC Hypotheses_NP 
Branch-Level_NP HPWS_NP and_CC Empowerment_NP Climate_NN 
Empowerment_NN theory_NN draws_VVZ its_PP$ conceptual_JJ heritage_NN from_IN organizational_JJ ,_, societal_JJ ,_, and_CC cultural_JJ forces_NNS that_WDT render_VVP individuals_NNS powerless_JJ at_IN the_DT workplace_NN (_( Liden_NP ,_, Wayne_NP ,_, &_CC Sparrowe_NP ,_, 2000_CD )_) ._SENT Consequently_RB ,_, it_PP focuses_VVZ on_IN the_DT restructuring_NN of_IN work_NN environments_NNS to_TO deemphasize_VV top-down_NN control_NN systems_NNS and_CC move_NN decision-making_NN authority_NN to_TO lower_JJR levels_NNS of_IN the_DT organizational_JJ hierarchy_NN ._SENT Implicit_JJ in_IN this_DT heritage_NN is_VBZ a_DT social_JJ structural_JJ perspective_NN on_IN empowerment_NN that_WDT focuses_VVZ on_IN organizational_JJ structures_NNS ,_, policies_NNS ,_, and_CC practices_NNS that_WDT enable_VVP employees_NNS at_IN lower_JJR levels_NNS of_IN the_DT organizational_JJ hierarchy_NN to_TO experience_VV self-control_NN at_IN work_NN (_( Bowen_NP &_CC Lawler_NP ,_, 1995_CD ;_: Kanter_NP ,_, 1977_CD )_) ._SENT Although_IN Kanter_NP initially_RB conceptualized_VVD empowerment_NN in_IN terms_NNS of_IN these_DT organizational_JJ structures_NNS and_CC policies_NNS ,_, research_NN now_RB considers_VVZ them_PP as_IN contextual_JJ antecedents_NNS of_IN empowerment_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ._SENT Although_IN a_DT number_NN of_IN contextual_JJ antecedents_NNS of_IN empowerment_NN have_VHP been_VBN identified_VVN in_IN the_DT literature_NN (_( Kirkman_NP &_CC Rosen_NP ,_, 1999_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ,_, we_PP focused_VVD in_IN this_DT study_NN on_IN branch-level_JJ HPWS_NNS ._SENT This_DT is_VBZ because_IN the_DT constituent_JJ dimensions_NNS of_IN HPWS_NP ,_, such_JJ as_IN participatory_NN decision_NN making_VVG ,_, high_JJ levels_NNS of_IN training_NN ,_, decentralization_NN ,_, and_CC information_NN sharing_NN collectively_RB ,_, reflect_VVP an_DT empowering_VVG structure_NN and_CC describe_VV some_DT of_IN the_DT social_JJ structural_JJ sources_NNS of_IN empowerment_NN identified_VVN in_IN the_DT literature_NN (_( Liden_NP et_NP al_NP ._SENT ,_, 2000_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD ;_: Spreitzer_NP ,_, 2008_CD )_) ._SENT 
Climate_NN reflects_VVZ the_DT meaning_NN employees_NNS ascribe_VVP to_TO the_DT general_JJ pattern_NN of_IN organizational_JJ activities_NNS and_CC therefore_RB constitutes_VVZ the_DT tone_NN and_CC atmosphere_NN in_IN which_WDT employees_NNS work_VV (_( Schneider_NP ,_, White_NP ,_, &_CC Paul_NP ,_, 1998_CD )_) ._SENT As_IN multiple_JJ climates_NNS oftentimes_NNS coexist_VVP in_IN an_DT organization_NN ,_, Schneider_NP (_( 1990_CD )_) was_VBD among_IN the_DT earliest_JJS to_TO note_VV that_IN/that different_JJ climates_NNS can_MD be_VB formed_VVN in_IN an_DT organization_NN ,_, depending_VVG on_IN its_PP$ strategic_JJ foci_NNS ._SENT Given_VVN the_DT increasing_VVG focus_NN on_IN empowerment_NN as_IN a_DT foundational_JJ construct_NN in_IN motivating_VVG customer_NN contact_NN employees_NNS (_( Bowen_NP &_CC Lawler_NP ,_, 1995_CD )_) ,_, it_PP is_VBZ surprising_JJ that_IN/that research_NN has_VHZ not_RB examined_VVN the_DT role_NN of_IN empowerment_NN climate_NN in_IN the_DT HPWS�performance_NP relationship_NN ._SENT 
Empowerment_NN climate_NN has_VHZ been_VBN defined_VVN as_IN �a_NN shared_VVN perception_NN regarding_VVG the_DT extent_NN to_TO which_WDT an_DT organization_NN makes_VVZ use_NN of_IN structures_NNS ,_, policies_NNS ,_, and_CC practices_NNS supporting_VVG employee_NN empowerment�_NN (_( Seibert_NP ,_, Silver_NP ,_, &_CC Randolph_NP ,_, 2004_CD ,_, p_NN ._SENT 334_LS )_) ._SENT Although_IN much_JJ research_NN has_VHZ examined_VVN antecedents_NNS of_IN psychological_JJ empowerment_NN (_( Liden_NP et_NP al_NP ._SENT ,_, 2000_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ,_, there_EX is_VBZ a_DT paucity_NN of_IN research_NN on_IN empowerment_NN climate_NN and_CC ,_, to_TO the_DT best_JJS of_IN our_PP$ knowledge_NN ,_, only_RB limited_JJ research_NN has_VHZ examined_VVN the_DT influence_NN of_IN the_DT use_NN and_CC employee_NN experience_NN of_IN HPWS_NNS on_IN psychological_JJ empowerment_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ._SENT Consistent_JJ with_IN the_DT predictions_NNS of_IN Salancik_NP and_CC Pfeffer_NP 's_POS (_( 1978_LS )_) social_JJ information_NN processing_NN theory_NN ,_, Bowen_NP and_CC Ostroff_NP (_( 2004_CD )_) noted_VVD that_IN/that the_DT use_NN of_IN HPWS_NP can_MD serve_VV a_DT signaling_VVG function_NN by_IN communicating_VVG messages_NNS to_TO employees_NNS about_IN a_DT particular_JJ strategic_JJ focus_NN ,_, which_WDT in_IN this_DT context_NN is_VBZ empowerment_NN of_IN employees_NNS ._SENT The_DT dimensions_NNS of_IN HPWS_NP ,_, such_JJ as_IN extensive_JJ training_NN ,_, performance-based_JJ compensation_NN ,_, and_CC decentralized_JJ decision_NN making_VVG ,_, provide_VV an_DT opportunity_NN to_TO experience_VV a_DT sense_NN of_IN choice_NN in_IN initiating_VVG and_CC regulating_VVG one_PP 's_POS own_JJ actions_NNS ._SENT Employees_NNS '_POS shared_VVN perception_NN of_IN these_DT practices_NNS and_CC the_DT inherent_JJ messages_NNS as_IN facilitating_VVG empowerment_NN will_MD come_VV to_TO define_VV or_CC set_VV the_DT tone_NN for_IN their_PP$ work_NN environment_NN ._SENT 
On_IN the_DT basis_NN of_IN previous_JJ research_NN that_WDT linked_VVD HPWS_NNS to_TO other_JJ types_NNS of_IN climate_NN ,_, such_JJ as_IN concern_NN for_IN employees_NNS (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD )_) and_CC social_JJ exchange_NN (_( Takeuchi_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ,_, we_PP expect_VVP branch-level_JJ HPWS_NNS to_TO relate_VV to_TO empowerment_NN climate_NN ._SENT Thus_RB ,_, we_PP propose_VVP the_DT following_NN :_: 
Hypothesis_NN 1_CD :_: Branch-level_NP HPWS_NP positively_RB relates_VVZ to_TO empowerment_NN climate_NN ._SENT 
Branch-Level_NP HPWS_NP ,_, Empowerment_NN Climate_NN ,_, and_CC Psychological_JJ Empowerment_NN 
As_RB noted_VVD earlier_RBR ,_, a_DT social_JJ structural_JJ perspective_NN of_IN empowerment_NN focuses_VVZ on_IN structures_NNS ,_, practices_NNS ,_, and_CC policies_NNS that_WDT provide_VVP employees_NNS opportunity_NN ,_, support_NN ,_, and_CC resources_NNS to_TO participate_VV in_IN work-related_JJ decisions_NNS ._SENT This_DT perspective_NN ,_, however_RB ,_, describes_VVZ facilitating_VVG conditions_NNS but_CC does_VVZ not_RB address_VV employees_NNS '_POS experience_NN of_IN empowerment_NN (_( Spreitzer_NP ,_, 2008_CD ;_: Thomas_NP &_CC Velthouse_NP ,_, 1990_CD )_) ._SENT Building_VVG on_IN this_DT theoretical_JJ foundation_NN ,_, Spreitzer_NP (_( 1995_LS )_) conceptualized_VVN empowerment_NN as_IN a_DT psychological_JJ state_NN characterized_VVN by_IN feelings_NNS of_IN competence_NN (_( an_DT individual_NN 's_POS belief_NN in_IN his_PP$ or_CC her_PP$ capacity_NN to_TO perform_VV activities_NNS with_IN skill_NN )_) ,_, self-determination_NN or_CC autonomy_NN (_( an_DT individual_NN 's_POS sense_NN of_IN having_VHG or_CC initiating_VVG and_CC regulating_VVG actions_NNS )_) ,_, meaning_NN (_( value_NN of_IN a_DT work_NN goal_NN or_CC purpose_NN )_) ,_, and_CC impact_NN (_( degree_NN to_TO which_WDT an_DT individual_NN can_MD influence_VV outcomes_NNS at_IN work_NN )_) ._SENT Delegation_NN and_CC compensation_NN contingent_NN on_IN service_NN quality_NN will_MD enable_VV employees_NNS to_TO experience_VV self-determination_NN at_IN work_NN ._SENT Extensive_JJ training_NN will_MD enhance_VV the_DT competence_NN of_IN employees_NNS ,_, leading_VVG them_PP to_TO feel_VV they_PP are_VBP making_VVG an_DT impact_NN on_IN the_DT organization_NN ._SENT Service_NN discretion_NN and_CC team_NN participation_NN will_MD enable_VV employees_NNS to_TO experience_VV control_NN ,_, find_VV meaning_NN in_IN their_PP$ work_NN ,_, and_CC feel_VVP they_PP are_VBP making_VVG an_DT impact_NN in_IN their_PP$ organization_NN ._SENT Although_IN Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) reported_VVD the_DT use_NN of_IN HPWS_NNS or_CC management-HPWS_NNS to_TO be_VB unrelated_JJ to_TO psychological_JJ empowerment_NN ,_, we_PP expect_VVP branch-level_JJ HPWS_NNS ,_, as_IN a_DT form_NN of_IN social_JJ structural_JJ empowerment_NN and_CC consistent_JJ with_IN the_DT macro_NN and_CC micro_NN views_NNS of_IN empowerment_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD ;_: Spreitzer_NP ,_, 2008_CD )_) ,_, to_TO influence_VV the_DT four_CD cognitions_NNS of_IN empowerment_NN leading_VVG to_TO psychological_JJ empowerment_NN ._SENT We_PP ,_, however_RB ,_, posit_VVP this_DT relationship_NN to_TO be_VB indirect_JJ through_IN empowerment_NN climate_NN ._SENT 
Empowerment_NN climate_NN rests_VVZ on_IN three_CD key_JJ pillars_NNS of_IN information_NN sharing_NN ,_, autonomy_NN through_IN boundaries_NNS ,_, and_CC accountability_NN (_( Blanchard_NP ,_, Carlos_NP ,_, &_CC Randolph_NP ,_, 1995_CD )_) ._SENT These_DT dimensions_NNS should_MD lead_VV employees_NNS to_TO interpret_VV their_PP$ work_NN context_NN as_IN providing_VVG a_DT sense_NN of_IN meaning_VVG in_IN terms_NNS of_IN their_PP$ work_NN role_NN ,_, the_DT competence_NN to_TO discharge_VV their_PP$ task_NN responsibilities_NNS ,_, and_CC a_DT sense_NN of_IN making_VVG an_DT impact_NN on_IN the_DT organization_NN (_( Kirkman_NP &_CC Rosen_NP ,_, 1999_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD )_) ._SENT From_IN a_DT social_JJ information_NN processing_NN perspective_NN ,_, Salancik_NP and_CC Pfeffer_NP (_( 1978_CD )_) argued_VVD that_IN/that climate_NN should_MD influence_VV how_WRB employees_NNS think_VVP and_CC feel_VVP about_IN aspects_NNS of_IN their_PP$ work_NN environment_NN ._SENT Specifically_RB ,_, employees_NNS rely_VVP on_IN cues_NNS from_IN the_DT work_NN environment_NN to_TO interpret_VV organizational_JJ events_NNS ,_, develop_VV appropriate_JJ attitudes_NNS ,_, and_CC understand_VV behavior-outcome_NN expectancies_NNS ._SENT An_DT empowerment_NN climate_NN provides_VVZ a_DT context_NN in_IN which_WDT employees_NNS can_MD assume_VV an_DT active_JJ rather_RB than_IN a_DT passive_JJ role_NN ,_, thereby_RB fostering_VVG feelings_NNS of_IN empowerment_NN ._SENT Seibert_NP et_FW al_NP ._SENT (_( 2004_CD )_) reported_VVD empowerment_NN climate_NN to_TO relate_VV to_TO psychological_JJ empowerment_NN ._SENT It_PP follows_VVZ from_IN the_DT preceding_JJ discussion_NN that_IN/that empowerment_NN climate_NN is_VBZ a_DT key_JJ mechanism_NN that_WDT potentially_RB links_VVZ branch-level_JJ HPWS_NNS with_IN psychological_JJ empowerment_NN ._SENT However_RB ,_, as_IN previous_JJ research_NN has_VHZ shown_VVN a_DT climate_NN of_IN concern_NN for_IN employees_NNS (_( Takeuchi_NP et_NP al_NP ._SENT ,_, 2009_CD )_) to_TO influence_VV attitudinal_JJ reactions_NNS to_TO the_DT use_NN of_IN HPWS_NP ,_, we_PP posit_VVP empowerment_NN climate_NN to_TO partially_RB mediate_VV the_DT relationship_NN between_IN branch-level_JJ HPWS_NNS and_CC psychological_JJ empowerment_NN ._SENT 
Hypothesis_NN 2_CD :_: Empowerment_NN climate_NN partially_RB mediates_VVZ the_DT relationship_NN between_IN branch-level_JJ HPWS_NNS and_CC psychological_JJ empowerment_NN ._SENT 
Branch-Level_NP HPWS_NP ,_, Experienced_NP HPWS_NP ,_, and_CC Psychological_JJ Empowerment_NN 
Although_IN research_NN has_VHZ predominantly_RB focused_VVN on_IN macro-level_JJ HPWS_NNS ,_, recent_JJ theory_NN and_CC empirical_JJ findings_NNS suggest_VVP that_IN/that macro-level_JJ HR_NP practices_NNS are_VBP not_RB applied_VVN uniformly_RB across_IN employee_NN groups_NNS (_( Lepak_NP ,_, Taylor_NP ,_, Tekleab_NP ,_, Marrone_NP ,_, &_CC Cohen_NP ,_, 2007_CD ;_: Wright_NP &_CC Boswell_NP ,_, 2002_CD )_) ._SENT This_DT implies_VVZ a_DT potential_JJ disconnection_NN between_IN the_DT use_NN of_IN HPWS_NNS and_CC employees_NNS '_POS actual_JJ experience_NN of_IN HPWS_NP ._SENT Consequently_RB ,_, experienced_JJ HPWS_NNS may_MD constitute_VV a_DT pathway_NN through_IN which_WDT the_DT use_NN of_IN HPWS_NP influences_VVZ employees_NNS '_POS attitudinal_JJ and_CC behavioral_JJ reactions_NNS ._SENT Although_IN Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) reported_VVD a_DT nonsignificant_JJ relationship_NN between_IN management-HPWS_NNS and_CC experienced_JJ HPWS_NNS ,_, a_DT social_JJ information_NN perspective_NN (_( Salancik_NP &_CC Pfeffer_NP ,_, 1978_CD )_) provides_VVZ a_DT theoretical_JJ justification_NN to_TO expect_VV the_DT two_CD constructs_NNS to_TO be_VB related_VVN ._SENT Branch-level_NP HPWS_NP provides_VVZ a_DT contextual_JJ cue_NN for_IN employees_NNS that_WDT enables_VVZ them_PP to_TO psychologically_RB interpret_VV their_PP$ work_NN environment_NN ._SENT Consequently_RB ,_, we_PP expect_VVP branch-level_JJ HPWS_NNS to_TO relate_VV to_TO experienced_JJ HPWS_NNS ._SENT 
The_DT experience_NN of_IN the_DT dimensions_NNS of_IN HPWS_NNS for_IN service_NN quality_NN ,_, such_JJ as_IN decentralized_JJ decision_NN making_VVG ,_, service_VV quality-focused_JJ performance_NN feedback_NN ,_, extensive_JJ service_NN training_NN ,_, and_CC performance_NN contingent_NN compensation_NN ,_, will_MD lead_VV employees_NNS to_TO view_VV their_PP$ work_NN environment_NN as_IN providing_VVG opportunities_NNS for_IN self-direction_NN at_IN work_NN that_WDT lead_VVP to_TO feelings_NNS of_IN psychological_JJ empowerment_NN ._SENT Research_NP has_VHZ shown_VVN experienced_VVN or_CC perceived_VVN HPWS_NNS to_TO relate_VV to_TO psychological_JJ empowerment_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ._SENT The_DT preceding_JJ discussion_NN suggests_VVZ that_IN/that branch-level_JJ HPWS_NN relates_VVZ to_TO experienced_JJ HPWS_NNS and_CC both_DT relate_VVP to_TO psychological_JJ empowerment_NN ._SENT As_IN the_DT experience_NN of_IN an_DT organizational_JJ practice_NN is_VBZ more_RBR likely_JJ to_TO influence_VV an_DT employee_NN 's_POS attitudinal_JJ and_CC behavioral_JJ reactions_NNS than_IN is_VBZ the_DT mere_JJ adoption_NN of_IN a_DT practice_NN ,_, we_PP expect_VVP experienced_JJ HPWS_NNS to_TO mediate_VV the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ._SENT Despite_IN the_DT plausibility_NN of_IN our_PP$ arguments_NNS linking_VVG branch-level_JJ HPWS_NNS to_TO psychological_JJ empowerment_NN through_IN experienced_JJ HPWS_NNS ,_, the_DT lack_NN of_IN empirical_JJ support_NN for_IN these_DT relationships_NNS leads_VVZ us_PP to_TO predict_VV partial_JJ rather_RB than_IN full_JJ mediation_NN ._SENT Recall_VV that_IN/that Liao_NP et_NP al_NP ._SENT (_( 2009_CD )_) reported_VVD branch-level_JJ (_( management-HPWS_NNS )_) to_TO be_VB unrelated_JJ to_TO both_DT experienced_JJ (_( employee_NN )_) HPWS_NN and_CC psychological_JJ empowerment_NN ._SENT 
Hypothesis_NN 3_CD :_: Experienced_JJ HPWS_NN partially_RB mediates_VVZ the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ._SENT 
Experienced_JJ HPWS_NNS ,_, Empowerment_NN Climate_NN ,_, and_CC Service_NP Performance_NP :_: The_DT Mediating_JJ Role_NN of_IN Psychological_JJ Empowerment_NN 
In_IN this_DT section_NN ,_, we_PP examine_VVP the_DT mediating_VVG role_NN of_IN psychological_JJ empowerment_NN in_IN the_DT relationship_NN between_IN (_( a_DT )_) the_DT individual-level_JJ influence_NN of_IN experienced_JJ HPWS_NNS and_CC (_( b_LS )_) the_DT cross-level_JJ influence_NN of_IN empowerment_NN climate_NN on_IN service_NN performance_NN ._SENT Liao_NP et_FW al_NP ._SENT (_( 2009_LS )_) defined_VVN service_NN performance_NN as_IN �the_JJ overall_JJ professional_JJ appearance_NN and_CC the_DT reliability_NN ,_, responsiveness_NN ,_, assurance_NN ,_, and_CC empathy_NN displayed_VVN by_IN employees_NNS in_IN serving_VVG customers�_NN (_( p_NN ._SENT 378_LS )_) ._SENT 
The_DT constituent_JJ HR_NP practices_NNS that_WDT define_VVP HPWS_NNS for_IN service_NN quality_NN include_VVP such_JJ practices_NNS as_IN a_DT performance_NN appraisal_NN system_NN based_VVN on_IN service_NN quality_NN ,_, a_DT compensation_NN system_NN that_WDT is_VBZ contingent_JJ on_IN service_NN quality_NN ,_, service_NN discretion_NN ,_, and_CC extensive_JJ training_NN in_IN the_DT provision_NN of_IN quality_NN service_NN ._SENT Collectively_RB ,_, the_DT experience_NN of_IN these_DT practices_NNS (_( or_CC experienced_JJ HPWS_NN )_) provides_VVZ employees_NNS the_DT knowledge_NN ,_, skills_NNS ,_, abilities_NNS ,_, motivation_NN ,_, and_CC opportunity_NN to_TO adapt_VV the_DT service_NN delivery_NN to_TO meet_VV the_DT unique_JJ demands_NNS of_IN customers_NNS ,_, leading_VVG to_TO enhanced_JJ levels_NNS of_IN service_NN performance_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ._SENT Additionally_RB ,_, we_PP predict_VVP empowerment_NN climate_NN to_TO relate_VV to_TO service_VV performance_NN ._SENT The_DT dimensions_NNS of_IN empowerment_NN climate_NN (_( information_NN sharing_NN ,_, autonomy_NN through_IN boundaries_NNS ,_, and_CC accountability_NN )_) will_MD collectively_RB communicate_VV to_TO employees_NNS the_DT organization_NN 's_POS emphasis_NN on_IN providing_VVG employees_NNS the_DT resources_NNS and_CC support_VV to_TO provide_VV quality_NN service_NN ._SENT Although_IN research_NN has_VHZ yet_RB to_TO examine_VV the_DT influence_NN of_IN empowerment_NN climate_NN on_IN service_NN performance_NN ,_, other_JJ types_NNS of_IN climate_NN ,_, such_JJ as_IN service_NN climate_NN ,_, have_VHP been_VBN shown_VVN to_TO relate_VV to_TO service_NN performance_NN (_( Liao_NP &_CC Chuang_NP ,_, 2004_CD )_) and_CC empowerment_NN climate_NN has_VHZ been_VBN reported_VVN to_TO relate_VV to_TO task_NN performance_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD )_) ._SENT However_RB ,_, we_PP expect_VVP the_DT influence_NN of_IN these_DT antecedents_NNS on_IN service_NN performance_NN to_TO be_VB indirect_JJ through_IN psychological_JJ empowerment_NN ._SENT 
Bowen_NP and_CC Lawler_NP 's_POS (_( 1995_CD )_) distinction_NN between_IN a_DT production-line_NN and_CC an_DT empowerment_NN approach_NN in_IN service_NN contexts_NNS underscores_VVZ the_DT criticality_NN of_IN empowerment_NN to_TO employee_NN performance_NN in_IN these_DT contexts_NNS ._SENT Bowen_NP and_CC Lawler_NP described_VVD the_DT former_JJ as_IN making_VVG customer-service_NN interactions_NNS uniform_NN and_CC giving_VVG the_DT organization_NN control_NN over_IN these_DT interactions_NNS ._SENT Although_IN this_DT approach_NN may_MD lead_VV to_TO efficiency_NN and_CC reliability_NN ,_, it_PP does_VVZ not_RB provide_VV the_DT flexibility_NN and_CC sense_NN of_IN genuine_JJ concern_NN expected_VVN by_IN customers_NNS ._SENT In_IN contrast_NN ,_, the_DT empowerment_NN approach_NN looks_VVZ to_TO the_DT performer_NN of_IN the_DT tasks_NNS for_IN solutions_NNS to_TO service_NN problems_NNS and_CC is_VBZ more_RBR consistent_JJ with_IN contemporary_JJ definitions_NNS of_IN service_NN quality_NN and_CC prescriptions_NNS for_IN its_PP$ achievement_NN (_( Peccei_NP &_CC Rosenthal_NP ,_, 2001_CD )_) ._SENT Empowerment_NN theory_NN is_VBZ predicated_VVN on_IN the_DT assumption_NN that_WDT empowered_VVD employees_NNS should_MD perform_VV better_JJR than_IN those_DT who_WP are_VBP relatively_RB less_RBR empowered_VVN (_( Thomas_NP &_CC Velthouse_NP ,_, 1990_CD )_) ._SENT As_IN psychological_JJ empowerment_NN suggests_VVZ an_DT active_JJ orientation_NN toward_IN one_CD 's_POS work_NN (_( Spreitzer_NP ,_, 2008_CD )_) ,_, empowered_VVN employees_NNS will_MD persist_VV in_IN the_DT face_NN of_IN difficulties_NNS and_CC demonstrate_VV resourcefulness_NN in_IN responding_VVG to_TO customer_NN needs_NNS ._SENT Although_IN Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) reported_VVD a_DT nonsignificant_JJ relationship_NN between_IN psychological_JJ empowerment_NN and_CC service_NN performance_NN ,_, research_NN has_VHZ consistently_RB reported_VVN psychological_JJ empowerment_NN to_TO relate_VV to_TO task_NN performance_NN (_( Kirkman_NP &_CC Rosen_NP ,_, 1999_CD ;_: Liden_NP et_NP al_NP ._SENT ,_, 2000_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD ,_, Seibert_NP et_CC al_NP ._SENT ,_, 2011_CD )_) ._SENT 
Taken_VVN together_RB ,_, the_DT preceding_JJ discussion_NN suggests_VVZ that_IN/that both_DT experienced_JJ HPWS_NN and_CC empowerment_NN climate_NN relate_VVP to_TO psychological_JJ empowerment_NN ._SENT Moreover_RB ,_, because_IN employee_NN attitudinal_JJ and_CC behavioral_JJ reactions_NNS are_VBP influenced_VVN by_IN organizational_JJ practices_NNS and_CC employees_NNS '_POS actual_JJ experience_NN of_IN these_DT practices_NNS ,_, we_PP argue_VVP that_IN/that psychological_JJ empowerment_NN acts_NNS as_IN an_DT important_JJ mechanism_NN through_IN which_WDT empowerment_NN climate_NN as_RB well_RB as_IN experienced_JJ HPWS_JJ influence_NN service_NN performance_NN ._SENT However_RB ,_, as_IN experienced_JJ HPWS_NN has_VHZ been_VBN shown_VVN to_TO influence_VV service_NN performance_NN through_IN other_JJ mechanisms_NNS such_JJ as_IN perceived_VVN organizational_JJ support_NN and_CC human_JJ capital_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ,_, we_PP propose_VVP a_DT partial_JJ rather_RB than_IN a_DT complete_JJ mediation_NN ._SENT 
Hypothesis_NN 4a_NN :_: Psychological_JJ empowerment_NN partially_RB mediates_VVZ the_DT influence_NN of_IN experienced_JJ HPWS_NNS on_IN service_NN performance_NN ._SENT 
Hypothesis_NN 4b_JJ :_: Psychological_JJ empowerment_NN partially_RB mediates_VVZ the_DT influence_NN of_IN empowerment_NN climate_NN on_IN service_NN performance_NN ._SENT 
Moderating_VVG Influence_NN of_IN Service_NP Orientation_NN 
As_IN psychological_JJ empowerment_NN has_VHZ been_VBN noted_VVN to_TO influence_VV different_JJ types_NNS of_IN performance_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ,_, Liao_NP et_FW al._FW 's_POS (_( 2009_CD )_) finding_VVG of_IN a_DT nonsignificant_JJ relationship_NN between_IN psychological_JJ empowerment_NN and_CC service_NN performance_NN reinforces_VVZ the_DT call_NN to_TO examine_VV boundary_NN conditions_NNS of_IN the_DT psychological_JJ empowerment�performance_NN relationship_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD ;_: Spreitzer_NP ,_, 2008_CD )_) ._SENT Service_NN orientation_NN describes_VVZ an_DT individual_NN 's_POS predisposition_NN to_TO provide_VV superior_JJ service_NN through_IN responsiveness_NN ,_, courtesy_NN ,_, and_CC a_DT genuine_JJ desire_NN to_TO satisfy_VV customer_NN needs_NNS (_( Cran_NP ,_, 1994_CD ;_: Hogan_NP ,_, Hogan_NP ,_, &_CC Busch_NP ,_, 1984_CD )_) ._SENT 
The_DT defining_VVG attributes_NNS of_IN service_NN ,_, such_JJ as_IN customer_NN involvement_NN ,_, intangibility_NN ,_, and_CC simultaneous_JJ production_NN and_CC consumption_NN (_( Bowen_NP &_CC Schneider_NP ,_, 1988_CD )_) ,_, suggest_VVP a_DT critical_JJ role_NN for_IN individual_JJ differences_NNS in_IN attending_VVG to_TO customer_NN needs_NNS ._SENT As_IN the_DT intangibility_NN of_IN service_NN makes_VVZ it_PP difficult_JJ to_TO control_VV the_DT customer_NN experience_NN ,_, service_NN orientation_NN constitutes_VVZ an_DT internal_JJ control_NN mechanism_NN that_WDT enables_VVZ customer_NN contact_NN employees_NNS to_TO respond_VV to_TO this_DT uncertainty_NN ._SENT This_DT is_VBZ particularly_RB important_JJ in_IN the_DT transition_NN from_IN a_DT mass_JJ market_NN to_TO a_DT molecular_JJ market_NN requiring_VVG customer_NN contact_NN employees_NNS to_TO have_VH the_DT ability_NN to_TO target_NN individuals_NNS ,_, engage_VVP in_IN a_DT dialogue_NN with_IN them_PP ,_, and_CC personalize_VV an_DT offering_NN that_WDT meets_VVZ their_PP$ requirements_NNS (_( Day_NP &_CC Montgomery_NP ,_, 1999_CD )_) ._SENT 
Although_IN customer_NN contact_NN employees_NNS who_WP feel_VVP empowered_VVN will_MD have_VH the_DT authority_NN and_CC resources_NNS to_TO adapt_VV their_PP$ behavior_NN to_TO meet_VV the_DT unique_JJ demands_NNS or_CC needs_NNS of_IN each_DT customer_NN ,_, we_PP expect_VVP this_DT relationship_NN to_TO be_VB moderated_VVN by_IN service_NN orientation_NN ._SENT Individuals_NNS high_JJ in_IN service_NN orientation_NN will_MD have_VH the_DT internal_JJ control_NN to_TO regulate_VV their_PP$ actions_NNS by_IN way_NN of_IN anticipating_VVG customer_NN needs_NNS and_CC customizing_VVG the_DT service_NN delivery_NN to_TO meet_VV these_DT needs_NNS ._SENT Kennedy_NP ,_, Lassk_NP ,_, and_CC Goolsby_NP (_( 2002_CD )_) observed_VVD that_IN/that customer_NN contact_NN employees_NNS who_WP consider_VVP understanding_VVG customer_NN needs_NNS and_CC acting_VVG to_TO satisfy_VV these_DT needs_VVZ to_TO be_VB central_JJ to_TO their_PP$ job_NN performance_NN tend_VVP to_TO perform_VV better_JJR than_IN those_DT who_WP do_VVP not_RB have_VH such_JJ beliefs_NNS ._SENT High_JJ service_NN orientation_NN individuals_NNS will_MD be_VB better_RBR able_JJ to_TO identify_VV customer_NN preferences_NNS ,_, adapt_VV their_PP$ behavior_NN to_TO different_JJ types_NNS of_IN customers_NNS ,_, and_CC generally_RB be_VB more_RBR effective_JJ in_IN influencing_VVG customer_NN attitudes_NNS and_CC behavior_NN (_( Gwinner_NP ,_, Bitner_NP ,_, Brown_NP ,_, &_CC Kumar_NP ,_, 2005_CD )_) ._SENT For_IN high_JJ service_NN orientation_NN individuals_NNS ,_, psychological_JJ empowerment_NN will_MD lead_VV to_TO service_VV performance_NN because_IN they_PP are_VBP more_RBR predisposed_VVN and_CC able_JJ to_TO customize_VV the_DT service_NN offering_NN to_TO meet_VV customer_NN expectations_NNS ._SENT In_IN contrast_NN ,_, for_IN low_JJ service_NN orientation_NN individuals_NNS ,_, psychological_JJ empowerment_NN will_MD be_VB less_RBR strongly_RB related_VVN to_TO service_VV performance_NN ._SENT This_DT is_VBZ because_IN they_PP are_VBP less_RBR adequately_RB attuned_VVN to_TO the_DT needs_NNS and_CC preferences_NNS of_IN customers_NNS and_CC do_VVP not_RB have_VH the_DT internal_JJ control_NN to_TO customize_VV service_NN in_IN response_NN to_TO the_DT uncertainty_NN that_IN/that the_DT intangibility_NN of_IN service_NN entails_NNS ._SENT Thus_RB ,_, we_PP propose_VVP the_DT following_NN :_: 
Hypothesis_NN 5_CD :_: Service_NN orientation_NN moderates_VVZ the_DT relationship_NN between_IN psychological_JJ empowerment_NN and_CC service_NN performance_NN in_IN such_PDT a_DT way_NN that_IN/that the_DT relationship_NN is_VBZ more_RBR positive_JJ when_WRB service_NN orientation_NN is_VBZ high_JJ than_IN when_WRB it_PP is_VBZ low_JJ ._SENT 
Aggregated_VVN Individual_JJ Service_NP Performance_NP and_CC Branch-Level_NP Performance_NP 
Although_IN we_PP examine_VVP processes_NNS through_IN which_WDT branch-level_JJ HPWS_NN influences_VVZ individual_JJ service_NN performance_NN ,_, service_NN performance_NN has_VHZ also_RB been_VBN shown_VVN to_TO have_VH branch-level_JJ properties_NNS (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD )_) ._SENT Consequently_RB ,_, we_PP also_RB examine_VVP the_DT possibility_NN that_IN/that branch-level_JJ and_CC individual-level_JJ influences_NNS on_IN individual_JJ service_NN performance_NN impact_NN branch-level_JJ outcomes_NNS through_IN the_DT emergence_NN of_IN service_NN performance_NN at_IN the_DT branch_NN level_NN (_( aggregated_VVN individual_JJ service_NN performance_NN )_) leading_VVG to_TO branch-level_JJ market_NN performance_NN ._SENT As_IN used_VVN in_IN this_DT study_NN ,_, branch-level_JJ market_NN performance_NN is_VBZ a_DT perceptual_JJ measure_NN that_WDT describes_VVZ the_DT performance_NN of_IN the_DT branch_NN in_IN terms_NNS of_IN economic_JJ outcomes_NNS such_JJ as_IN profitability_NN and_CC market_NN share_NN (_( Delaney_NP &_CC Huselid_NP ,_, 1996_CD )_) ._SENT 
We_PP propose_VVP ,_, grounded_VVN in_IN the_DT attraction_NN ,_, selection_NN ,_, and_CC attrition_NN framework_NN (_( Schneider_NP ,_, 1987_CD )_) ,_, that_IN/that bank_NN branches_NNS will_MD tend_VV to_TO attract_VV ,_, select_VV ,_, and_CC retain_VV employees_NNS who_WP are_VBP similar_JJ to_TO each_DT other_JJ and_CC ,_, as_IN a_DT consequence_NN ,_, demonstrate_VVP similar_JJ behavioral_JJ tendencies_NNS ._SENT As_IN a_DT branch_NN 's_POS customer_NN contact_NN employees_NNS interact_VVP frequently_RB ,_, they_PP learn_VVP from_IN each_DT other_JJ and_CC develop_VV strategies_NNS for_IN accomplishing_VVG their_PP$ shared_JJ task-related_JJ goals_NNS ._SENT From_IN these_DT interactions_NNS and_CC learning_VVG processes_NNS ,_, they_PP develop_VVP behavioral_JJ norms_NNS regarding_VVG acceptable_JJ ways_NNS of_IN serving_VVG customer_NN needs_NNS ._SENT The_DT process_NN of_IN learning_VVG behavioral_JJ norms_NNS can_MD also_RB be_VB accomplished_VVN through_IN socialization_NN ._SENT As_IN George_NP (_( 1990_CD )_) noted_VVD ,_, �It_NN is_VBZ likely_JJ that_IN/that during_IN the_DT socialization_NN process_NN ,_, group_NN members_NNS learn_VVP an_DT overall_JJ positive_JJ or_CC negative_JJ orientation_NN to_TO the_DT work_NN situation_NN that_WDT will_MD be_VB manifested_VVN in_IN characteristic_JJ affect_NN at_IN work_NN ,_, and_CC the_DT display_NN of_IN positive_JJ or_CC negative_JJ behaviors�_NN (_( p_NN ._SENT 108_LS )_) ._SENT 
As_IN conceptualized_VVN in_IN this_DT study_NN ,_, aggregated_VVD service_NN performance_NN stems_VVZ from_IN individual_JJ customer_NN contact_NN employee_NN behaviors_NNS fostered_VVN by_IN the_DT behavioral_JJ norms_NNS surrounding_VVG serving_VVG customer_NN needs_NNS ._SENT From_IN a_DT resource-based_JJ perspective_NN (_( Barney_NP ,_, 1991_CD )_) ,_, aggregated_VVD service_NN performance_NN is_VBZ not_RB only_RB valuable_JJ but_CC also_RB difficult_JJ to_TO imitate_VV and_CC therefore_RB constitutes_VVZ a_DT source_NN of_IN competitive_JJ advantage_NN leading_VVG to_TO organizational_JJ performance_NN ._SENT In_IN support_NN of_IN our_PP$ arguments_NNS ,_, aggregated_VVD service_NN performance_NN has_VHZ been_VBN shown_VVN to_TO relate_VV to_TO customer_NN satisfaction_NN (_( Liao_NP &_CC Chuang_NP ,_, 2004_CD )_) and_CC market_NN performance_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD )_) ,_, and_CC the_DT related_JJ construct_NN of_IN unit_NN customer-oriented_JJ behaviors_NNS has_VHZ been_VBN shown_VVN to_TO influence_VV unit_NN financial_JJ performance_NN (_( Grizzle_NP ,_, Zablah_NP ,_, Brown_NP ,_, Mowen_NP ,_, &_CC Lee_NP ,_, 2009_CD )_) ._SENT Although_IN branch-level_JJ HPWS_NNS and_CC climate_NN have_VHP been_VBN shown_VVN to_TO relate_VV to_TO branch-level_JJ performance_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ,_, Schneider_NP ,_, Ehrhart_NP ,_, Mayer_NP ,_, Saltz_NP ,_, and_CC Niles-Jolly_RB (_( 2005_LS )_) suggested_VVN that_IN/that it_PP is_VBZ employee_NN behavior_NN that_WDT directly_RB relates_VVZ to_TO branch-level_JJ performance_NN or_CC outcomes_NNS ._SENT Consequently_RB ,_, we_PP expect_VVP aggregated_VVN individual_JJ service_NN performance_NN to_TO relate_VV to_TO branch-level_JJ performance_NN above_IN and_CC beyond_IN branch-level_JJ HPWS_NNS and_CC empowerment_NN climate_NN ._SENT The_DT preceding_JJ discussion_NN leads_VVZ us_PP to_TO hypothesize_VV the_DT following_NN :_: 
Hypothesis_NN 6_CD :_: Aggregated_VVD individual_JJ service_NN performance_NN positively_RB relates_VVZ to_TO branch-level_JJ market_NN performance_NN above_IN and_CC beyond_IN branch-level_JJ HPWS_NNS and_CC empowerment_NN climate_NN ._SENT 
Method_NN 
Sample_NP and_CC Procedure_NP 
Economic_JJ liberalization_NN in_IN Ghana_NP has_VHZ entailed_VVN among_IN other_JJ measures_NNS privatization_NN of_IN state-owned_JJ enterprises_NNS ,_, removal_NN of_IN barriers_NNS to_TO foreign_JJ trade_NN ,_, and_CC monetary_JJ and_CC banking_NN reforms_NNS (_( Debrah_NP ,_, 2002_CD )_) ._SENT The_DT success_NN of_IN these_DT measures_NNS has_VHZ led_VVN to_TO that_DT country_NN 's_POS recognition_NN as_IN one_CD of_IN only_RB seven_CD emerging_VVG economies_NNS in_IN sub-Saharan_JJ Africa_NP (_( Hoskisson_NP ,_, Eden_NP ,_, Lau_NP ,_, &_CC Wright_NP ,_, 2000_CD )_) ._SENT The_DT financial_JJ services_NNS sector_NN has_VHZ witnessed_VVN considerable_JJ improvements_NNS since_IN that_DT sector_NN 's_POS reforms_NNS in_IN 1989_CD culminated_VVN in_IN the_DT establishment_NN of_IN a_DT stock_NN market_NN ._SENT A_DT mix_NN of_IN commercial_JJ banks_NNS ,_, merchant_NN banks_NNS ,_, and_CC development_NN banks_NNS ,_, both_CC locally_RB and_CC foreign_JJ owned_VVN ,_, is_VBZ now_RB operating_VVG in_IN Ghana_NP ._SENT Not_RB surprisingly_RB ,_, the_DT growth_NN in_IN the_DT number_NN of_IN banks_NNS has_VHZ led_VVN to_TO an_DT intense_JJ competition_NN in_IN retail_JJ banking_NN ._SENT In_IN this_DT increasingly_RB competitive_JJ financial_JJ services_NNS sector_NN ,_, creating_VVG and_CC sustaining_VVG competitive_JJ advantage_NN depends_VVZ not_RB only_RB on_IN technological_JJ improvements_NNS but_CC ,_, crucially_RB ,_, on_IN the_DT provision_NN of_IN services_NNS that_WDT meet_VVP customer_NN expectations_NNS and_CC needs_NNS ._SENT Consequently_RB ,_, adoption_NN of_IN HR_NP practices_NNS with_IN a_DT strategic_JJ focus_NN on_IN empowering_VVG customer_NN contact_NN employees_NNS in_IN order_NN to_TO enhance_VV the_DT customer_NN experience_NN may_MD well_RB constitute_VV a_DT source_NN of_IN competitive_JJ advantage_NN in_IN Ghana_NP 's_POS increasingly_RB competitive_JJ financial_JJ services_NNS sector_NN ,_, just_RB as_RB in_IN the_DT developed_VVN economies_NNS ._SENT 
Data_NNS for_IN this_DT study_NN were_VBD obtained_VVN from_IN 37_CD branches_NNS of_IN two_CD banks_NNS ,_, 19_CD from_IN one_CD and_CC 18_CD from_IN the_DT other_JJ ,_, drawn_VVN from_IN nine_CD of_IN the_DT 10_CD regions_NNS of_IN Ghana_NP ._SENT Initial_JJ contact_NN with_IN the_DT banks_NNS was_VBD made_VVN with_IN their_PP$ respective_JJ HR_NP directors_NNS ,_, who_WP worked_VVD closely_RB with_IN one_CD of_IN the_DT authors_NNS to_TO identify_VV participating_VVG branches_NNS in_IN the_DT nine_CD regions_NNS based_VVN on_IN length_NN of_IN operation_NN ,_, size_NN ,_, and_CC location_NN ._SENT The_DT HR_NP directors_NNS subsequently_RB sent_VVD letters_NNS to_TO their_PP$ branch_NN managers_NNS informing_VVG them_PP of_IN the_DT survey_NN ,_, and_CC they_PP were_VBD also_RB informed_VVN that_IN/that the_DT survey_NN had_VHD the_DT support_NN of_IN the_DT top_JJ management_NN (_( CEO_NP )_) ._SENT The_DT author_NN then_RB contacted_VVD these_DT branches_NNS by_IN phone_NN to_TO arrange_VV meetings_NNS attended_VVN by_IN the_DT branch_NN manager_NN and_CC his_PP$ or_CC her_PP$ management_NN team_NN ._SENT At_IN these_DT meetings_NNS ,_, the_DT objectives_NNS of_IN the_DT survey_NN and_CC the_DT role_NN of_IN the_DT management_NN team_NN in_IN facilitating_VVG the_DT survey_NN were_VBD explained_VVN ._SENT A_DT member_NN of_IN the_DT management_NN team_NN with_IN responsibility_NN for_IN HR_NP was_VBD designated_VVN as_IN a_DT contact_NN person_NN ._SENT He_PP or_CC she_PP compiled_VVD a_DT list_NN of_IN junior_JJ customer_NN contact_NN employees_NNS and_CC senior_JJ customer_NN contact_NN employees_NNS who_WP work_VVP with_IN them_PP ._SENT 
The_DT junior_JJ customer_NN contact_NN employees_NNS (_( respondents_NNS )_) were_VBD randomly_RB selected_VVN from_IN this_DT list_NN ,_, and_CC survey_NN packages_NNS were_VBD sent_VVN separately_RB to_TO them_PP and_CC their_PP$ senior_JJ customer_NN contact_NN colleagues_NNS ._SENT Packages_NNS for_IN the_DT senior_JJ customer_NN contact_NN employees_NNS contained_VVD questionnaires_NNS for_IN the_DT junior_JJ customer_NN contact_NN employees_NNS they_PP worked_VVD with_IN who_WP participated_VVD in_IN the_DT study_NN and_CC a_DT self-addressed_JJ envelope_NN for_IN returning_VVG completed_VVN questionnaires_NNS ._SENT The_DT senior_JJ customer_NN contact_NN employees_NNS '_POS questionnaires_NNS were_VBD completed_VVN on_IN site_NN and_CC were_VBD returned_VVN to_TO the_DT said_VVN author_NN two_CD days_NNS after_IN they_PP were_VBD distributed_VVN ._SENT We_PP requested_VVD that_IN/that senior_JJ customer_NN contact_NN employees_NNS rate_VVP the_DT service_NN performance_NN of_IN respondents_NNS because_IN they_PP worked_VVD closely_RB with_IN them_PP (_( respondents_NNS )_) and_CC were_VBD therefore_RB in_IN a_DT better_JJR position_NN relative_JJ to_TO the_DT branch_NN manager_NN and_CC the_DT other_JJ members_NNS of_IN the_DT management_NN team_NN to_TO observe_VV their_PP$ performance_NN ._SENT Each_DT senior_JJ customer_NN service_NN employee_NN rated_VVD only_RB one_CD junior_JJ customer_NN employee_NN ._SENT The_DT packages_NNS for_IN the_DT junior_JJ customer_NN contact_NN employees_NNS contained_VVD a_DT questionnaire_NN and_CC a_DT stamped_VVN self-addressed_JJ envelope_NN for_IN returning_VVG completed_VVN questionnaires_NNS directly_RB to_TO the_DT said_VVN author_NN in_IN Accra_NP ,_, the_DT administrative_JJ and_CC commercial_JJ capital_NN of_IN Ghana_NP ._SENT 
Questionnaires_NNS were_VBD also_RB distributed_VVN to_TO the_DT branch_NN managers_NNS at_IN each_DT of_IN the_DT participating_VVG branches_NNS relating_VVG to_TO the_DT characteristics_NNS of_IN the_DT branch_NN ,_, its_PP$ HR_NP practices_NNS ,_, and_CC performance_NN ._SENT The_DT branch_NN managers_NNS '_POS responses_NNS were_VBD cross-checked_VVN with_IN a_DT relevant_JJ member_NN of_IN the_DT branch_NN management_NN team_NN ._SENT In_IN particular_JJ ,_, we_PP conducted_VVD telephone_NN interviews_NNS with_IN the_DT relevant_JJ member_NN of_IN the_DT management_NN team_NN to_TO ascertain_VV the_DT accuracy_NN of_IN the_DT branch_NN managers_NNS '_POS responses_NNS ._SENT There_EX were_VBD only_RB minor_JJ discrepancies_NNS in_IN the_DT responses_NNS ._SENT In_IN such_JJ instances_NNS we_PP went_VVD back_RB to_TO the_DT branch_NN managers_NNS ,_, who_WP agreed_VVD with_IN the_DT responses_NNS of_IN the_DT relevant_JJ member_NN of_IN the_DT management_NN team_NN ._SENT As_IN both_DT junior_JJ and_CC senior_JJ customer_NN contact_NN employees_NNS report_VVP to_TO the_DT branch_NN manager_NN ,_, we_PP treated_VVD the_DT branch_NN as_IN our_PP$ Level_NP 2_CD unit_NN of_IN analysis_NN although_IN individual-level_JJ performance_NN data_NNS were_VBD collected_VVN from_IN a_DT different_JJ source_NN (_( i.e._FW ,_, the_DT senior_JJ customer_NN employees_NNS )_) ._SENT 
Of_IN the_DT 500_CD questionnaires_NNS distributed_VVN to_TO customer_NN contact_NN employees_NNS ,_, 280_CD were_VBD returned_VVN but_CC only_RB 258_CD could_MD be_VB matched_VVN to_TO supervisor_NN questionnaires_NNS (_( i.e._FW ,_, each_DT senior_JJ customer_NN service_NN employee_NN rated_VVD only_RB one_CD junior_JJ customer_NN service_NN employee_NN )_) ._SENT Consequently_RB ,_, our_PP$ sample_NN was_VBD based_VVN on_IN 258_CD junior�senior_NN customer_NN employee_NN dyads_NNS ,_, representing_VVG a_DT response_NN rate_NN of_IN 51.6_CD %_NN ._SENT Of_IN the_DT 258_CD respondents_NNS ,_, 57_CD %_NN (_( 147_CD )_) were_VBD female_JJ ._SENT Respondents_NNS reported_VVD an_DT average_JJ age_NN of_IN 33.86_CD years_NNS (_( SD_NP =_SYM 9.02_CD )_) ,_, an_DT average_JJ organizational_JJ tenure_NN of_IN 8.30_CD years_NNS (_( SD_NP =_SYM 2.41_CD )_) ,_, and_CC an_DT average_JJ junior�senior_NN customer_NN employee_NN dyad_NN tenure_NN of_IN 3_CD years_NNS (_( SD_NP =_SYM 1.86_CD )_) ._SENT Respondents_NNS worked_VVD an_DT average_NN of_IN 51.55_CD hr_NN (_( SD_NP =_SYM 9.17_CD )_) a_DT week_NN ._SENT In_IN terms_NNS of_IN education_NN ,_, 77.5_CD %_NN (_( 200_CD )_) had_VHD received_VVN at_IN least_JJS an_DT undergraduate_NN or_CC a_DT first_JJ degree_NN ._SENT Of_IN the_DT 37_CD branch_NN managers_NNS ,_, 78_CD %_NN (_( 29_CD )_) were_VBD male_JJ ._SENT Branch_NN managers_NNS reported_VVD an_DT average_JJ age_NN of_IN 43.27_CD years_NNS (_( SD_NP =_SYM 8.18_CD )_) and_CC an_DT average_JJ tenure_NN of_IN 25.49_CD years_NNS (_( SD_NP =_SYM 20.11_CD )_) ._SENT The_DT branch_NN managers_NNS were_VBD relatively_RB well_RB educated_VVN ,_, with_IN 32_CD (_( 86_CD %_NN )_) having_VHG received_VVN at_IN least_JJS an_DT undergraduate_JJ or_CC first_JJ degree_NN ._SENT 
Measures_NNS 
English_NP is_VBZ the_DT language_NN of_IN commerce_NN and_CC administration_NN in_IN Ghana_NP ,_, so_RB the_DT questionnaires_NNS were_VBD administered_VVN in_IN English_NP ._SENT We_PP pretested_VVD the_DT respondents_NNS '_POS questionnaires_NNS using_VVG a_DT sample_NN of_IN 40_CD customer_NN contact_NN employees_NNS drawn_VVN from_IN two_CD branches_NNS of_IN a_DT multinational_JJ bank_NN (_( neither_CC this_DT bank_NN nor_CC its_PP$ branches_NNS participated_VVD in_IN this_DT study_NN )_) located_VVN in_IN Accra_NP ._SENT Based_VVN on_IN the_DT feedback_NN obtained_VVN from_IN the_DT pretest_NN ,_, a_DT few_JJ items_NNS were_VBD rephrased_VVN to_TO ensure_VV clarity_NN and_CC reduce_VV the_DT length_NN of_IN some_DT of_IN the_DT scales_NNS to_TO motivate_VV participation_NN in_IN the_DT survey_NN ._SENT Unless_IN otherwise_RB indicated_VVN ,_, response_NN options_NNS ranged_VVD from_IN 1_CD (_( strongly_RB disagree_VVP )_) to_TO 5_CD (_( strongly_RB agree_VV )_) ._SENT 
Branch-level_NP HPWS_NP 
We_PP used_VVD the_DT 37-item_JJ HPWS_NN for_IN service_NN quality_NN scale_NN developed_VVN by_IN Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) but_CC based_VVN on_IN measures_NNS reported_VVN in_IN Zacharatos_NP ,_, Barling_NP ,_, and_CC Iverson_NP 's_POS (_( 2005_CD )_) Study_NP 1_CD ,_, Delery_NP and_CC Doty_NP (_( 1996_CD )_) ,_, and_CC Schneider_NP et_NP al_NP ._SENT (_( 1998_CD )_) ._SENT This_DT HPWS_NP scale_NN has_VHZ eight_CD HR_NP practice_NN dimensions_NNS geared_VVN to_TO enhancing_VVG employee_NN skills_NNS and_CC knowledge_NN ,_, empowerment_NN ,_, information_NN sharing_NN ,_, and_CC delivery_NN of_IN high-quality_JJ service_NN ._SENT The_DT branch_NN manager_NN was_VBD requested_VVN to_TO rate_VV the_DT extent_NN to_TO which_WDT each_DT of_IN these_DT items_NNS was_VBD used_VVN to_TO manage_VV customer_NN contact_NN employees_NNS ._SENT Because_IN of_IN the_DT potential_NN overlap_VVP with_IN the_DT information-sharing_VVG dimension_NN of_IN empowerment_NN climate_NN ,_, we_PP deleted_VVD the_DT eight_CD items_NNS that_DT measure_NN this_DT dimension_NN ,_, resulting_VVG in_IN a_DT 29-item_JJ scale_NN ._SENT Sample_NN items_NNS are_VBP �The_VVG formal_JJ orientation_NN programs_NNS of_IN new_JJ customer_NN contact_NN employees_NNS are_VBP helpful_JJ for_IN them_PP to_TO perform_VV their_PP$ job_NN ,_, �_JJ �Customer_NN contact_NN employees_NNS have_VHP the_DT authority_NN to_TO resolve_VV customer_NN complaints_NNS on_IN their_PP$ own_JJ ,_, �_JJ and_CC �The_JJ performance_NN appraisal_NN of_IN customer_NN contact_NN employees_NNS is_VBZ based_VVN on_IN a_DT track_NN record_NN of_IN courteous_JJ service_NN to_TO customers.�_NN We_PP followed_VVD prior_JJ research_NN and_CC used_VVD the_DT dimensions_NNS to_TO create_VV an_DT index_NN of_IN HPWS_NP (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Sun_NP et_NP al_NP ._SENT ,_, 2007_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ._SENT The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .90_JJ ._SENT 
Employee-experienced_NP HWPS_NP 
We_PP used_VVD the_DT 44-item_JJ scale_NN that_IN/that Liao_NP et_NP al_NP ._SENT (_( 2009_LS )_) derived_VVN from_IN the_DT extant_JJ literature_NN to_TO measure_VV customer_NN contact_NN employees_NNS '_POS experience_NN of_IN HPWS_NP ._SENT The_DT scale_NN has_VHZ eight_CD dimensions_NNS :_: extensive_JJ service_NN training_NN ,_, information_NN sharing_NN ,_, self-management_NN service_NN teams_NNS and_CC participation_NN ,_, compensation_NN contingent_NN on_IN service_NN quality_NN ,_, job_NN design_NN for_IN quality_NN ,_, service-quality-based_JJ performance_NN appraisal_NN ,_, internal_JJ service_NN ,_, and_CC service_NN discretion_NN As_IN with_IN the_DT branch-level_JJ HPWS_NN ,_, the_DT eight_CD items_NNS that_DT measure_NN the_DT information-sharing_NN dimension_NN were_VBD deleted_VVN ,_, resulting_VVG in_IN a_DT 36-item_JJ scale_NN ._SENT We_PP used_VVD the_DT dimensions_NNS to_TO form_VV an_DT index_NN of_IN HPWS_NP ._SENT Sample_NN items_NNS are_VBP �Employees_NNS in_IN my_PP$ job_NN category_NN normally_RB go_VV through_IN training_NN programs_NNS every_DT few_JJ years_NNS to_TO improve_VV our_PP$ customer_NN service_NN skills_NNS ,_, �_JJ �I_NNS have_VHP the_DT authority_NN to_TO resolve_VV customer_NN complaints_NNS on_IN my_PP$ own_JJ ,_, �_JJ and_CC �My_JJ pay_NN is_VBZ tied_VVN to_TO the_DT quality_NN of_IN service_NN I_PP deliver_VVP to_TO customers.�_NN The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .89_JJ ._SENT 
Empowerment_NN climate_NN 
On_IN the_DT basis_NN of_IN feedback_NN from_IN the_DT pilot_NN test_NN (_( concerning_VVG the_DT length_NN of_IN questionnaire_NN )_) ,_, we_PP used_VVD a_DT 15-item_JJ abridged_VVN version_NN of_IN the_DT 30-item_JJ scale_NN reported_VVN in_IN Seibert_NP et_CC al_NP ._SENT (_( 2004_CD )_) but_CC developed_VVN by_IN Blanchard_NP et_CC al_NP ._SENT (_( 1995_CD )_) to_TO measure_VV customer_NN contact_NN employees_NNS '_POS shared_VVN perception_NN of_IN empowerment_NN in_IN their_PP$ branch_NN ._SENT Response_NN options_NNS ranged_VVD from_IN 1_CD (_( almost_RB never_RB )_) to_TO 6_CD (_( always_RB )_) ._SENT Sample_NN items_NNS are_VBP �I_NNS receive_VVP the_DT information_NN needed_VVD to_TO help_VV me_PP understand_VV the_DT performance_NN of_IN our_PP$ branch_NN ,_, �_NN �We_NNS have_VHP a_DT shared_VVN set_NN of_IN values_NNS that_WDT guide_VVP our_PP$ actions_NNS at_IN this_DT branch_NN ,_, �_NP and_CC �We_NP work_VVP together_RB in_IN our_PP$ branch_NN to_TO make_VV everyone_NN accountable_JJ for_IN their_PP$ actions_NNS and_CC for_IN results_NNS in_IN the_DT branch.�_NN To_TO provide_VV justification_NN for_IN aggregation_NN of_IN empowerment_NN climate_NN to_TO the_DT branch_NN level_NN ,_, we_PP calculated_VVD both_DT within-group_NN agreement_NN (_( rwg_NN (_( j_NN )_) ;_: James_NP ,_, Demaree_NP ,_, &_CC Wolf_NP ,_, 1984_CD )_) and_CC two_CD intraclass_JJ correlations_NNS (_( ICCs_NP )_) to_TO assess_VV agreement_NN among_IN branch_NN members_NNS ._SENT ICC1_NP indicates_VVZ the_DT proportion_NN of_IN variance_NN due_JJ to_TO branch_VV membership_NN ,_, whereas_IN ICC2_NP indicates_VVZ the_DT reliability_NN of_IN branch_NN mean_JJ differences_NNS (_( Bliese_NP ,_, 2000_CD )_) ._SENT The_DT median_JJ rwg_NN (_( j_NN )_) was_VBD .84_CD ,_, the_DT ICC1_NP was_VBD .24_CD ,_, and_CC the_DT ICC2_NP was_VBD .72_CD ,_, F_NP (_( 36_CD ,_, 221_CD )_) =_SYM 3.59_CD ,_, p_NN <_SYM .001_CD ,_, providing_VVG good_JJ support_NN for_IN aggregating_VVG empowerment_NN ._SENT The_DT average_JJ branch_NN mean_NN was_VBD eight_CD employees_NNS ._SENT The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .92_JJ ._SENT 
Psychological_JJ empowerment_NN 
We_PP used_VVD Spreitzer_NP 's_POS (_( 1995_LS )_) 12-item_JJ scale_NN to_TO measure_VV psychological_JJ empowerment_NN ._SENT Sample_NN items_NNS are_VBP �The_VVG work_NN I_PP do_VVP is_VBZ very_RB important_JJ to_TO me_PP ,_, �_NP '_POS I_PP am_VBP confident_JJ about_IN my_PP$ ability_NN to_TO do_VV my_PP$ job_NN ,_, �_NN �I_NNS have_VHP significant_JJ autonomy_NN in_IN determining_VVG how_WRB I_PP do_VVP my_PP$ job_NN ,_, �_NN and_CC �My_NN impact_NN on_IN what_WP happens_VVZ in_IN my_PP$ branch_NN is_VBZ large.�_JJ Following_VVG previous_JJ research_NN (_( Liden_NP et_NP al_NP ._SENT ,_, 2000_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD ;_: Spreitzer_NP ,_, 1995_CD )_) ,_, we_PP added_VVD the_DT four_CD dimensions_NNS to_TO form_VV a_DT composite_JJ measure_NN of_IN psychological_JJ empowerment_NN ._SENT The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .89_JJ ._SENT 
Service_NN orientation_NN 
We_PP used_VVD a_DT five-item_NN scale_NN developed_VVN by_IN Bettencourt_NP ,_, Gwinner_NP ,_, and_CC Meuter_NP (_( 2001_CD )_) to_TO measure_VV customer_NN contact_NN employees_NNS '_POS service_NN orientation_NN ._SENT Sample_NN items_NNS are_VBP �I_NNS enjoy_VVP helping_VVG others_NNS ,_, �_JJ �The_NNS best_JJS job_NN I_PP can_MD imagine_VV would_MD involve_VV assisting_VVG others_NNS in_IN solving_VVG their_PP$ problems_NNS ,_, �_NN and_CC �I_NNS pride_VVP myself_PP in_IN providing_VVG courteous_JJ service.�_NN The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .90_JJ ._SENT 
Service_NN performance_NN 
We_PP used_VVD a_DT 20-item_JJ version_NN of_IN the_DT 23-item_JJ scale_NN reported_VVN in_IN Liao_NP et_CC al_NP ._SENT (_( 2009_CD )_) but_CC originally_RB developed_VVN by_IN Parasuraman_NP ,_, Zeithaml_NP ,_, and_CC Berry_NP (_( 1994_CD )_) to_TO measure_VV service_NN performance_NN ._SENT Senior_JJ customer_NN contact_NN employees_NNS who_WP worked_VVD closely_RB with_IN our_PP$ respondents_NNS rated_VVD the_DT performance_NN level_NN of_IN the_DT junior_JJ employee_NN using_VVG a_DT 7-point_JJ scale_NN ranging_VVG from_IN 1_CD (_( Highly_RB unsatisfactory_JJ )_) to_TO 7_CD (_( Highly_RB satisfactory_JJ )_) ._SENT Sample_NN items_NNS are_VBP �Providing_VVG services_NNS as_IN promised_JJ ,_, �_JJ �Performing_JJ services_NNS right_RB the_DT first_JJ time_NN ,_, �_JJ �Readiness_NN to_TO respond_VV to_TO customers_NNS '_POS requests_NNS ,_, �_NN and_CC �Making_NN customers_NNS feel_VVP safe_JJ in_IN their_PP$ transactions.�_NN The_DT alpha_NN reliability_NN in_IN this_DT study_NN was_VBD .91_JJ ._SENT 
Aggregated_VVN service_NN performance_NN 
To_TO assess_VV the_DT overall_JJ level_NN of_IN service_NN performance_NN for_IN the_DT branch_NN as_IN a_DT whole_NN ,_, we_PP averaged_VVD across_IN branches_NNS ratings_NNS of_IN the_DT individuals_NNS to_TO form_VV branch-level_JJ service_NN performance_NN ._SENT This_DT approach_NN is_VBZ consistent_JJ with_IN prior_JJ research_NN (_( e.g._FW ,_, Liao_NP &_CC Chuang_NP ,_, 2004_CD )_) ._SENT We_PP also_RB calculated_VVD both_DT within-group_NN agreement_NN and_CC ICCs_NNS to_TO provide_VV empirical_JJ justification_NN for_IN aggregating_VVG service_NN performance_NN to_TO the_DT branch_NN level_NN ._SENT The_DT median_JJ rwg_NN (_( j_NN )_) was_VBD .89_CD ,_, the_DT ICC1_NP was_VBD .34_CD ,_, and_CC the_DT ICC2_NP was_VBD .80_CD ,_, F_NP (_( 36_CD ,_, 221_CD )_) =_SYM 5.09_CD ,_, p_NN <_SYM .001_CD ,_, providing_VVG support_NN for_IN aggregating_VVG to_TO the_DT branch_NN level_NN ._SENT 
Branch-level_JJ market_NN performance_NN 
We_PP used_VVD a_DT four-item_NN scale_NN by_IN Delaney_NP and_CC Huselid_NP (_( 1996_CD )_) to_TO measure_VV branch-level_JJ market_NN performance_NN ._SENT These_DT items_NNS focused_VVN on_IN marketing_NN ,_, sales_NNS ,_, growth_NN ,_, and_CC market_NN share_NN ._SENT Branch_NN managers_NNS were_VBD asked_VVN to_TO rate_VV the_DT performance_NN of_IN their_PP$ branch_NN relative_JJ to_TO that_DT of_IN their_PP$ competitors_NNS in_IN the_DT past_JJ 12_CD months_NNS ._SENT Response_NN options_NNS ranged_VVD from_IN 1_CD (_( Much_RB worse_JJR )_) to_TO 5_CD (_( Much_RB better_JJR )_) ._SENT Although_IN an_DT objective_JJ measure_NN would_MD have_VH been_VBN preferred_JJ ,_, there_EX is_VBZ precedent_NN in_IN the_DT literature_NN for_IN using_VVG subjective_JJ measures_NNS of_IN organizational_JJ performance_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Delaney_NP &_CC Huselid_NP ,_, 1996_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ._SENT Indeed_RB ,_, Wall_NP et_CC al_NP ._SENT (_( 2004_CD )_) reported_VVD evidence_NN for_IN the_DT convergent_JJ ,_, discriminant_NN ,_, and_CC construct_VV validity_NN of_IN subjective_JJ and_CC objective_JJ measures_NNS of_IN company_NN performance_NN ._SENT The_DT alpha_NN reliability_NN in_IN this_DT study_NN is_VBZ .66_JJ ._SENT 
Controls_NNS 
We_PP controlled_VVD for_IN respondent_JJ age_NN and_CC sex_NN (_( Female_NP =_SYM 0_CD and_CC Male_NP =_SYM 1_CD )_) because_IN they_PP have_VHP been_VBN shown_VVN to_TO relate_VV to_TO psychological_JJ empowerment_NN (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) and_CC for_IN sex_NN because_IN it_PP has_VHZ been_VBN shown_VVN to_TO relate_VV to_TO experienced_JJ HPWS_NNS (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD )_) ._SENT We_PP controlled_VVD for_IN branch_NN size_NN at_IN the_DT branch_NN level_NN because_IN larger_JJR organizations_NNS are_VBP more_RBR likely_JJ to_TO use_VV HPWS_NP (_( Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Sun_NP et_NP al_NP ._SENT ,_, 2007_CD )_) ,_, and_CC size_NN may_MD also_RB influence_VV performance_NN because_IN of_IN economies_NNS of_IN scale_NN and_CC market_NN power_NN (_( Shepherd_NP ,_, 1975_CD )_) ._SENT Branch_NN size_NN was_VBD defined_VVN in_IN terms_NNS of_IN number_NN of_IN employees_NNS and_CC was_VBD measured_VVN with_IN a_DT single_JJ item_NN (_( �What_NN is_VBZ the_DT current_JJ estimated_JJ number_NN of_IN employees_NNS in_IN this_DT branch_NN ?_SENT �_NN )_) ,_, which_WDT was_VBD obtained_VVN from_IN the_DT senior_JJ manager_NN in_IN the_DT branch_NN ._SENT Finally_RB ,_, because_IN our_PP$ sample_NN came_VVD from_IN two_CD banks_NNS ,_, we_PP also_RB controlled_VVD for_IN bank_NN type_NN ._SENT 
Data_NP Analyses_NPS 
Our_PP$ model_NN is_VBZ multilevel_JJ in_IN nature_NN ,_, consisting_VVG of_IN variables_NNS at_IN both_CC the_DT branch_NN level_NN (_( i.e._FW ,_, HPWS_NP ,_, empowerment_NN climate_NN ,_, aggregated_VVD service_NN performance_NN ,_, and_CC branch-level_JJ market_NN performance_NN )_) and_CC individual_JJ level_NN (_( i.e._FW ,_, experienced_JJ HPWS_NNS ,_, psychological_JJ empowerment_NN ,_, service_NN orientation_NN ,_, and_CC service_NN performance_NN )_) ._SENT We_PP used_VVD hierarchical_JJ regression_NN to_TO test_VV Hypotheses_NP 1_CD and_CC 6_CD ,_, because_IN these_DT hypotheses_NNS concern_NN only_RB group-level_JJ (_( branch_NN )_) predictions_NNS ,_, and_CC hierarchical_JJ linear_JJ modeling_NN (_( HLM_NP ;_: Raudenbush_NP &_CC Bryk_NP ,_, 2002_CD )_) to_TO test_VV Hypotheses_NNS 2�5_JJ ,_, because_IN these_DT are_VBP cross-level_JJ and_CC moderating_VVG effect_NN predictions_NNS ._SENT We_PP tested_VVD all_DT cross-level_JJ hypotheses_NNS using_VVG intercepts-as-outcomes_NNS ._SENT 
Results_NNS 
Measurement_NN Issues_NNS 
We_PP conducted_VVD a_DT series_NN of_IN confirmatory_JJ factor_NN analyses_NNS to_TO examine_VV whether_IN experienced_JJ HPWS_NNS ,_, empowerment_NN climate_NN ,_, psychological_JJ empowerment_NN ,_, and_CC service_NN orientation_NN captured_VVN distinct_JJ constructs_NNS at_IN the_DT individual_JJ level_NN of_IN analysis_NN ._SENT To_TO do_VV this_DT ,_, we_PP first_RB examined_VVD a_DT measurement_NN model_NN that_WDT included_VVD all_PDT the_DT four_CD measures_NNS (_( i.e._FW ,_, experienced_JJ HPWS_NNS ,_, empowerment_NN climate_NN ,_, psychological_JJ empowerment_NN ,_, and_CC service_NN orientation_NN )_) ._SENT We_PP then_RB compared_VVD the_DT four-factor_NN measurement_NN model_NN to_TO more_JJR parsimonious_JJ models_NNS that_WDT set_VVD two_CD of_IN the_DT hypothesized_VVN four_CD factors_NNS to_TO correlate_VV at_IN 1.0_CD to_TO keep_VV the_DT basic_JJ measurement_NN model_NN structure_NN equivalent_NN ,_, allowing_VVG for_IN meaningful_JJ chi-square_NN difference_NN tests_NNS ._SENT To_TO maintain_VV favorable_JJ indicator-to-sample-size_JJ ratio_NN ,_, we_PP randomly_RB created_VVD four_CD parcels_NNS of_IN items_NNS for_IN experienced_JJ HPWS_NNS ,_, three_CD parcels_NNS of_IN items_NNS for_IN empowerment_NN climate_NN and_CC psychological_JJ empowerment_NN ,_, and_CC two_CD parcels_NNS of_IN items_NNS for_IN service_NN orientation_NN ._SENT 
Results_NNS showed_VVD that_IN/that the_DT hypothesized_VVN four-factor_NN measurement_NN model_NN fit_VVP the_DT data_NNS well_RB ,_, ?_SENT 2_LS (_( 48_LS )_) =_SYM 114.76_CD ,_, p_NN <_SYM .01_CD ,_, Tucker�Lewis_NP index_NN (_( TLI_NP )_) =_SYM .92_CD ,_, comparative_JJ fit_NN index_NN (_( CFI_NP )_) =_SYM .95_CD ,_, root_VVP mean_VV residual_JJ (_( RMR_NP )_) =_SYM .05_CD ,_, root-mean-square_JJ error_NN of_IN approximation_NN (_( RMSEA_NP )_) =_SYM .06_CD ._SENT Relative_JJ to_TO the_DT hypothesized_VVN model_NN ,_, the_DT fit_NN for_IN an_DT alternative_JJ model_NN in_IN which_WDT we_PP set_VVD the_DT covariance_NN between_IN the_DT HPWS_NN and_CC empowerment_NN climate_NN factors_NNS to_TO be_VB equal_JJ to_TO 1.0_CD was_VBD significantly_RB worse_JJR ,_, ?_SENT 2_LS (_( 49_LS )_) =_SYM 347.90_CD ,_, ?_SENT ?_SENT 2_LS (_( 1_LS )_) =_SYM 233.14_CD ,_, p_NN <_SYM .01_CD ,_, TLI_NP =_SYM .77_CD ,_, CFI_NP =_SYM .83_CD ,_, RMR_NP =_SYM .41_CD ,_, RMSEA_NP =_SYM .14_CD ;_: so_RB was_VBD that_IN/that for_IN a_DT second_JJ alternative_NN model_NN ,_, in_IN which_WDT we_PP set_VVD the_DT covariance_NN between_IN the_DT HPWS_NN and_CC psychological_JJ empowerment_NN factors_NNS to_TO be_VB equal_JJ to_TO 1.0_CD ,_, ?_SENT 2_LS (_( 49_LS )_) =_SYM 374.32_CD ,_, ?_SENT ?_SENT 2_LS (_( 1_LS )_) =_SYM 259.56_CD ,_, p_NN <_SYM .01_CD ,_, TLI_NP =_SYM .75_CD ,_, CFI_NP =_SYM .81_CD ,_, RMR_NP =_SYM .56_CD ,_, RMSEA_NP =_SYM .15_CD ._SENT Similarly_RB ,_, the_DT hypothesized_VVN four-factor_NN model_NN had_VHD a_DT superior_JJ fit_NN to_TO a_DT model_NN in_IN which_WDT we_PP set_VVD the_DT covariance_NN between_IN the_DT empowerment_NN climate_NN and_CC psychological_JJ empowerment_NN factors_NNS to_TO be_VB equal_JJ to_TO 1.0_CD ,_, ?_SENT 2_LS (_( 49_LS )_) =_SYM 311.47_CD ,_, ?_SENT ?_SENT 2_LS (_( 1_LS )_) =_SYM 196.71_CD ,_, p_NN <_SYM .01_CD ,_, TLI_NP =_SYM .80_CD ,_, CFI_NP =_SYM .85_CD ,_, RMR_NP =_SYM .36_CD ,_, RMSEA_NP =_SYM .13_CD ._SENT These_DT results_NNS provide_VVP support_NN for_IN the_DT discriminant_NN validity_NN of_IN our_PP$ employee_NN self-rated_JJ constructs_NNS ._SENT 
Hypothesis_NN Tests_NNS 
Hypothesis_NN 1_CD suggested_VVD that_IN/that branch-level_JJ HPWS_NNS would_MD be_VB related_VVN to_TO empowerment_NN climate_NN ._SENT As_IN previously_RB noted_VVN ,_, we_PP used_VVD hierarchical_JJ regression_NN to_TO test_VV this_DT hypothesis_NN because_IN the_DT variables_NNS are_VBP at_IN the_DT same_JJ (_( branch_NN )_) level_NN ._SENT We_PP regressed_VVD empowerment_NN climate_NN on_IN branch-level_JJ HPWS_NNS ,_, controlling_VVG for_IN bank_NN type_NN and_CC branch_NN size_NN ._SENT The_DT results_NNS reveal_VVP that_IN/that branch-level_JJ HPWS_NN significantly_RB relates_VVZ to_TO empowerment_NN climate_NN (_( �_NN =_SYM .32_CD ,_, p_NN <_SYM .05_CD )_) ,_, controlling_VVG for_IN bank_NN type_NN (_( �_NN =_SYM .19_CD ,_, ns_NN )_) and_CC bank_NN size_NN (_( �_NN =_SYM -.32_CD ,_, p_NN <_SYM .01_CD )_) ._SENT Together_RB ,_, this_DT block_NN of_IN variables_NNS including_VVG the_DT two_CD controls_NNS accounted_VVN for_IN 35_CD %_NN of_IN the_DT variance_NN in_IN empowerment_NN climate_NN ._SENT Hypothesis_NN 1_CD is_VBZ supported_VVN ._SENT 
We_PP drew_VVD on_IN the_DT work_NN of_IN Baron_NP and_CC colleagues_NNS (_( e.g._FW ,_, Baron_NP &_CC Kenny_NP ,_, 1986_CD ;_: Kenny_NP ,_, Kashy_NP ,_, &_CC Bolger_NP ,_, 1998_CD )_) and_CC Shrout_NP and_CC Bolger_NP (_( 2002_CD )_) to_TO test_VV Hypotheses_NP 1�4_NP and_CC 6._CD According_VVG to_TO Baron_NP and_CC Kenny_NP (_( 1986_CD )_) ,_, mediation_NN is_VBZ demonstrated_VVN if_IN the_DT (_( a_DT )_) independent_JJ variable_NN is_VBZ related_VVN to_TO the_DT dependent_JJ variable_NN ,_, (_( b_LS )_) independent_JJ variable_NN is_VBZ related_VVN to_TO the_DT mediator_NN ,_, (_( c_LS )_) the_DT mediator_NN is_VBZ related_VVN to_TO the_DT dependent_JJ variable_NN ,_, and_CC (_( d_LS )_) the_DT strength_NN of_IN the_DT relationship_NN between_IN the_DT independent_JJ variable_NN on_IN the_DT dependent_JJ is_VBZ reduced_VVN (_( partial_JJ mediation_NN )_) or_CC disappears_VVZ (_( full_JJ mediation_NN )_) ._SENT However_RB ,_, Kenny_NP et_CC al_NP ._SENT (_( 1998_CD )_) and_CC Shrout_NP and_CC Bolger_NP (_( 2002_CD )_) have_VHP more_RBR recently_RB noted_VVD that_IN/that if_IN there_EX is_VBZ a_DT significant_JJ relationship_NN between_IN independent_JJ and_CC mediator_NN variables_NNS and_CC a_DT significant_JJ relationship_NN between_IN mediator_NN and_CC dependent_JJ variables_NNS ,_, then_RB even_RB if_IN the_DT independent_JJ variable_NN is_VBZ not_RB related_VVN to_TO the_DT dependent_JJ variable_NN ,_, an_DT indirect_JJ effect_NN of_IN the_DT independent_JJ variable_NN on_IN the_DT dependent_JJ variable_NN is_VBZ implied_JJ (_( see_VV Kenny_NP et_CC al_NP ._SENT ,_, 1998_CD ,_, p_NN ._SENT 260_LS )_) ._SENT 
Before_IN conducting_VVG our_PP$ HLM_NP analyses_NNS ,_, we_PP examined_VVD the_DT degree_NN of_IN between-group_NN variance_NN in_IN psychological_JJ empowerment_NN and_CC senior_JJ customer_NN contact_NN employee-rated_JJ service_NN performance_NN ._SENT Results_NNS of_IN null_JJ models_NNS revealed_VVD that_IN/that 23_CD %_NN of_IN the_DT variance_NN in_IN psychological_JJ empowerment_NN and_CC 34_CD %_NN of_IN the_DT variance_NN in_IN service_NN performance_NN reside_VV between_IN branches_NNS (_( the_DT grouping_NN variable_NN )_) ,_, respectively_RB ._SENT The_DT chi-square_NN tests_NNS revealed_VVD that_IN/that the_DT between-branch_NN variances_NNS were_VBD significant_JJ ;_: that_WDT is_VBZ ,_, the_DT intercept_NN terms_NNS significantly_RB varied_VVN across_IN branches_NNS ._SENT 
Hypotheses_NNS 2_CD and_CC 3_CD suggested_VVD that_IN/that empowerment_NN climate_NN (_( H2_NP )_) and_CC experienced_JJ HPWS_NNS (_( H3_NP )_) ,_, respectively_RB ,_, would_MD partially_RB mediate_VV the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ._SENT We_PP used_VVD HLM_NP to_TO test_VV these_DT hypotheses_NNS ,_, controlling_VVG for_IN bank_NN type_NN ,_, employees_NNS '_POS age_NN ,_, and_CC employees_NNS '_POS sex_NN as_IN Level_NP 1_CD effects_NNS and_CC branch_NN size_NN as_IN Level_NP 2_CD effects_NNS in_IN our_PP$ analyses_NNS ._SENT Table_NN 2_CD shows_VVZ that_IN/that branch-level_JJ HPWS_NN significantly_RB relates_VVZ to_TO experienced_JJ HPWS_NNS (_( y_NP =_SYM .11_CD ,_, p_NN <_SYM .05_CD ;_: Model_NP 1_CD )_) and_CC psychological_JJ empowerment_NN (_( y_NP =_SYM .26_CD ,_, p_NN <_SYM .01_CD ;_: Model_NP 2_CD )_) ._SENT To_TO test_VV Hypotheses_NP 2_CD and_CC 3_CD ,_, we_PP included_VVD all_DT controls_NNS ,_, experienced_JJ HPWS_NN as_IN Level_NP 1_CD predictor_NN ,_, empowerment_NN climate_NN as_IN Level_NP 2_CD predictor_NN ,_, and_CC branch-level_JJ HPWS_NNS (_( Level_NP 2_CD )_) as_IN specified_VVN in_IN Model_NP 3._CD The_NP results_NNS reveal_VVP that_IN/that experienced_JJ HPWS_NNS (_( y_NP =_SYM .69_CD ,_, p_NN <_SYM .01_CD )_) and_CC empowerment_NN climate_NN (_( y_NP =_SYM .30_CD ,_, p_NN <_SYM .01_CD )_) significantly_RB relate_VVP to_TO psychological_JJ empowerment_NN and_CC that_IN/that the_DT positive_JJ relationship_NN between_IN branch-level_JJ HPWS_NNS and_CC psychological_JJ empowerment_NN remains_VVZ significant_JJ but_CC is_VBZ reduced_VVN in_IN magnitude_NN (_( y_NP =_SYM .23_CD ,_, p_NN <_SYM .05_CD )_) ._SENT These_DT results_NNS suggest_VVP that_IN/that experienced_JJ HPWS_NNS and_CC empowerment_NN climate_NN ,_, respectively_RB ,_, partially_RB mediate_VV the_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN psychological_JJ empowerment_NN ,_, providing_VVG support_NN for_IN Hypotheses_NP 2_CD and_CC 3._CD 
To_TO provide_VV a_DT more_RBR rigorous_JJ test_NN of_IN these_DT mediated_VVN effects_NNS ,_, we_PP followed_VVD Preacher_NP and_CC Hayes_NP '_POS (_( 2008_LS )_) bootstrapping_JJ procedure_NN for_IN assessing_VVG and_CC comparing_VVG indirect_JJ effects_NNS in_IN multiple_JJ mediator_NN models_NNS ._SENT Results_NNS suggest_VVP that_IN/that the_DT 95_CD %_NN bootstrapping_NN confidence_NN interval_NN for_IN experienced_JJ HPWS_NN lies_VVZ between_IN .04_CD and_CC .74_CD ,_, whereas_IN the_DT 95_CD %_NN bootstrapping_NN confidence_NN interval_NN for_IN empowerment_NN climate_NN lies_VVZ between_IN .01_CD and_CC .52_CD ._SENT Because_IN zero_CD is_VBZ not_RB in_IN the_DT 95_CD %_NN confidence_NN intervals_NNS ,_, we_PP conclude_VVP that_IN/that the_DT indirect_JJ effect_NN is_VBZ indeed_RB significantly_RB different_JJ from_IN zero_CD (_( p_NN <_SYM .05_CD ,_, two-tailed_JJ )_) ._SENT We_PP estimated_VVD the_DT variance_NN explained_VVD by_IN each_DT variable_NN following_VVG the_DT procedure_NN described_VVN by_IN Bliese_NP (_( 2002_CD )_) ._SENT To_TO compute_VV R2_NP for_IN experienced_JJ HPWS_NNS ,_, we_PP used_VVD the_DT variance_NN component_NN of_IN the_DT null_JJ model_NN (_( s_JJ psychological_JJ empowerment2_NN )_) and_CC the_DT Level_NP 1_CD residual_JJ variance_NN (_( i.e._FW ,_, R2_NP =_SYM s_JJ null2_NN -_: the_DT Level_NP 1_CD residual_JJ variance_NN ,_, or_CC s_RB 2_CD /_SYM s_JJ null2_NN )_) ._SENT Results_NNS suggest_VVP that_IN/that experienced_JJ HPWS_NNS explained_VVD 23_CD %_NN of_IN the_DT variance_NN in_IN psychological_JJ empowerment_NN ._SENT We_PP then_RB computed_VVD the_DT R2_NN for_IN branch-level_JJ HPWS_NNS and_CC empowerment_NN climate_NN using_VVG the_DT variance_NN in_IN the_DT intercept_NN term_NN when_WRB both_DT individual-_NN and_CC group-level_JJ predictors_NNS are_VBP included_VVN in_IN the_DT same_JJ HLM_NP equation_NN ._SENT Results_NNS suggest_VVP that_IN/that branch-level_JJ HPWS_NNS and_CC empowerment_NN climate_NN explained_VVD 6_CD %_NN and_CC 14_CD %_NN ,_, respectively_RB ,_, of_IN the_DT variance_NN in_IN psychological_JJ empowerment_NN ._SENT 1_LS 
Hypothesis_NN 4a_NN posited_VVD that_IN/that psychological_JJ empowerment_NN would_MD mediate_VV the_DT influence_NN of_IN experienced_JJ HPWS_NNS on_IN service_NN performance_NN ,_, whereas_IN Hypothesis_NP 4b_NP suggested_VVD that_IN/that psychological_JJ empowerment_NN would_MD mediate_VV the_DT influence_NN of_IN empowerment_NN climate_NN on_IN service_NN performance_NN ._SENT We_PP followed_VVD the_DT same_JJ procedure_NN in_IN testing_VVG Hypotheses_NP 2_CD and_CC 3_CD above_JJ and_CC included_JJ bank_NN type_NN ,_, employees_NNS '_POS age_NN and_CC sex_NN as_IN Level_NP 1_CD controls_NNS ,_, and_CC branch_NN size_NN and_CC branch-level_JJ HPWS_NNS as_IN Level_NP 2_CD controls_NNS ._SENT These_DT results_NNS are_VBP also_RB shown_VVN in_IN Table_NP 2._CD In_IN Step_NN 1_CD ,_, we_PP found_VVD that_IN/that experienced_JJ HPWS_NNS (_( y_NP =_SYM .29_CD ,_, p_NN <_SYM .01_CD ;_: Model_NP 4_CD )_) and_CC empowerment_NN climate_NN (_( y_NP =_SYM .36_CD ,_, p_NN <_SYM .01_CD ;_: Model_NP 4_CD )_) both_CC significantly_RB relate_VVP to_TO service_VV performance_NN ._SENT As_IN a_DT second_JJ step_NN ,_, both_DT experienced_JJ HPWS_NN and_CC empowerment_NN climate_NN need_VVP to_TO be_VB related_VVN to_TO psychological_JJ empowerment_NN ,_, which_WDT are_VBP supported_VVN in_IN our_PP$ testing_NN of_IN Hypotheses_NP 2_CD and_CC 3_CD above_RB ._SENT In_IN testing_NN Steps_VVZ 3_CD and_CC 4_CD ,_, we_PP included_VVD all_DT controls_NNS ,_, psychological_JJ empowerment_NN as_IN Level_NP 1_CD predictor_NN together_RB with_IN experienced_JJ HPWS_NNS as_IN Level_NP 1_CD predictor_NN and_CC empowerment_NN climate_NN as_IN Level_NP 2_CD predictor_NN (_( see_VV Model_NP 5_CD )_) ._SENT In_IN support_NN of_IN Hypothesis_NP 4_CD ,_, the_DT HLM_NP results_NNS reveal_VVP that_IN/that psychological_JJ empowerment_NN significantly_RB relates_VVZ to_TO service_NN performance_NN (_( y_NP =_SYM .23_CD ,_, p_NN <_SYM .01_CD )_) ,_, and_CC the_DT relationship_NN between_IN experienced_JJ HPWS_NNS and_CC service_NN performance_NN (_( y_NP =_SYM .25_CD ,_, p_NN <_SYM .01_CD )_) as_IN well_RB as_IN the_DT relationship_NN between_IN empowerment_NN climate_NN and_CC service_NN performance_NN (_( y_NP =_SYM .29_CD ,_, p_NN <_SYM .01_LS )_) remains_VVZ significant_JJ but_CC is_VBZ reduced_VVN in_IN magnitude_NN ,_, providing_VVG support_NN for_IN Hypotheses_NP 4a_NP and_CC 4b_JJ ._SENT Using_VVG the_DT same_JJ procedure_NN for_IN estimating_VVG cross-level_JJ effects_NNS in_IN Hypotheses_NP 2_CD and_CC 3_CD above_RB ,_, we_PP determined_VVD that_IN/that employee_NN psychological_JJ empowerment_NN explained_VVD 21_CD %_NN of_IN the_DT variance_NN in_IN service_NN performance_NN ,_, whereas_IN experienced_JJ HPWS_NNS and_CC empowerment_NN climate_NN explained_VVD 16_CD %_NN and_CC 15_CD %_NN ,_, respectively_RB ,_, of_IN the_DT variance_NN in_IN service_NN performance_NN ._SENT Finally_RB ,_, following_VVG Preacher_NP and_CC Hayes_NP '_POS (_( 2004_LS )_) bootstrapping_JJ procedure_NN for_IN estimating_VVG indirect_JJ effects_NNS in_IN simple_JJ mediation_NN models_NNS ,_, we_PP found_VVD that_IN/that 95_CD %_NN bootstrapping_NN confidence_NN interval_NN for_IN psychological_JJ empowerment_NN for_IN experienced_JJ HPWS_NN lies_VVZ between_IN .06_CD and_CC .59_CD ,_, whereas_IN the_DT 95_CD %_NN bootstrapping_NN confidence_NN interval_NN for_IN empowerment_NN climate_NN lies_VVZ between_IN .02_CD and_CC .47_CD ._SENT Because_IN zero_CD is_VBZ not_RB in_IN the_DT 95_CD %_NN confidence_NN intervals_NNS ,_, we_PP conclude_VVP that_IN/that the_DT indirect_JJ effect_NN is_VBZ indeed_RB significantly_RB different_JJ from_IN zero_CD (_( p_NN <_SYM .05_CD ,_, two-tailed_JJ )_) ._SENT 
Hypothesis_NN 5_CD suggested_VVD that_IN/that service_NN orientation_NN would_MD moderate_VV the_DT psychological_JJ empowerment�individual_JJ service_NN performance_NN relationship_NN ._SENT Results_NNS for_IN testing_VVG Hypothesis_NP 5_CD are_VBP also_RB shown_VVN in_IN Table_NP 2_CD (_( Model_NP 6_CD )_) ._SENT As_IN shown_VVN in_IN Model_NP 6_CD ,_, the_DT interaction_NN between_IN psychological_JJ empowerment_NN and_CC service_NN orientation_NN is_VBZ significant_JJ (_( y_NP =_SYM .30_CD ,_, p_NN <_SYM .01_CD )_) ,_, controlling_VVG for_IN employee_NN age_NN ,_, sex_NN ,_, bank_NN type_NN ,_, and_CC experienced_JJ HPWS_NNS as_IN Level_NP 1_CD predictors_NNS and_CC branch_NN size_NN ,_, empowerment_NN climate_NN ,_, and_CC branch-level_JJ HPWS_NNS as_IN Level_NP 2_CD predictors_NNS ._SENT Using_VVG the_DT procedure_NN described_VVN by_IN Bliese_NP (_( 2002_CD )_) ,_, we_PP determined_VVD that_IN/that the_DT interaction_NN term_NN of_IN psychological_JJ empowerment_NN and_CC service_NN orientation_NN explained_VVD 10_CD %_NN of_IN the_DT variance_NN in_IN individual_JJ service_NN performance_NN ._SENT 
We_PP plotted_VVD this_DT significant_JJ interaction_NN graphically_RB using_VVG values_NNS of_IN one_CD standard_JJ deviation_NN below_IN the_DT mean_NN and_CC one_CD standard_JJ deviation_NN above_IN the_DT mean_NN on_IN service_NN orientation_NN (_( Aiken_NP &_CC West_NP ,_, 1991_CD )_) ._SENT As_IN shown_VVN in_IN Figure_NP 2_CD ,_, the_DT plot_NN revealed_VVD that_IN/that the_DT positive_JJ effect_NN of_IN psychological_JJ empowerment_NN on_IN service_NN performance_NN is_VBZ stronger_JJR when_WRB service_NN orientation_NN is_VBZ high_JJ than_IN when_WRB it_PP is_VBZ low_JJ ._SENT In_IN addition_NN ,_, we_PP performed_VVD a_DT simple_JJ slope_NN analysis_NN ,_, and_CC the_DT results_NNS revealed_VVD that_IN/that the_DT simple_JJ slope_NN under_IN conditions_NNS of_IN high_JJ service_NN orientation_NN was_VBD significantly_RB greater_JJR than_IN zero_CD ,_, simple_JJ slope_NN =_SYM .17_CD (_( .06_CD )_) ,_, t_NN =_SYM 2.95_CD ,_, p_NN <_SYM .01_CD ._SENT Under_IN conditions_NNS of_IN low_JJ service_NN orientation_NN ,_, the_DT relationship_NN between_IN psychological_JJ empowerment_NN and_CC service_NN performance_NN is_VBZ not_RB significant_JJ ,_, simple_JJ slope_NN =_SYM .11_CD (_( .09_CD )_) ,_, t_NN =_SYM 1.34_CD ,_, p_NN >_SYM .10_CD ._SENT Taken_VVN together_RB ,_, these_DT results_NNS provide_VVP further_JJR support_NN for_IN Hypothesis_NP 5._CD 
Hypothesis_NN 6_CD posited_VVD that_DT aggregated_VVN individual_JJ service_NN performance_NN would_MD positively_RB influence_VV branch-level_JJ market_NN performance_NN above_IN and_CC beyond_IN branch-level_JJ HPWS_NNS and_CC empowerment_NN climate_NN ._SENT Because_IN we_PP used_VVD average_JJ individual_JJ service_NN performance_NN to_TO form_VV branch-level_JJ service_NN performance_NN and_CC because_IN the_DT relationship_NN between_IN empowerment_NN climate_NN and_CC the_DT branch-level_JJ portion_NN of_IN service_NN performance_NN has_VHZ already_RB been_VBN established_VVN in_IN our_PP$ cross-level_JJ analyses_NNS ,_, we_PP assessed_VVD this_DT hypothesis_NN using_VVG ordinary_JJ least_JJS squares_NNS regression_NN analysis_NN and_CC controlled_VVN for_IN branch_NN size_NN and_CC bank_NN type_NN ._SENT 
Results_NNS showed_VVD that_IN/that when_WRB branch_NN size_NN (_( �_NN =_SYM .11_CD ,_, p_NN >_SYM .10_CD )_) ,_, bank_NN type_NN (_( �_NN =_SYM .02_CD )_) ,_, branch-level_JJ HPWS_NNS (_( �_NN =_SYM .05_CD ,_, p_NN >_SYM .10_CD )_) ,_, empowerment_NN climate_NN (_( �_NN =_SYM .11_CD ,_, p_NN >_SYM .10_CD )_) ,_, and_CC individual_JJ aggregated_VVN service_NN performance_NN are_VBP included_VVN in_IN the_DT same_JJ regression_NN equation_NN ,_, only_RB aggregated_VVN service_NN performance_NN significantly_RB relates_VVZ to_TO branch-level_JJ market_NN performance_NN (_( �_NN =_SYM .22_CD ,_, p_NN <_SYM .05_CD )_) ._SENT This_DT block_NN of_IN variables_NNS accounted_VVN for_IN 20_CD %_NN of_IN the_DT variance_NN in_IN branch-level_JJ market_NN performance_NN ._SENT Therefore_RB ,_, Hypothesis_NP 6_CD is_VBZ supported_VVN ._SENT 
Discussion_NN 
Our_PP$ primary_JJ goal_NN in_IN this_DT study_NN ,_, underpinned_VVN by_IN empowerment_NN theory_NN ,_, was_VBD to_TO extend_VV prior_JJ research_NN in_IN SHRM_NP by_IN simultaneously_RB examining_VVG the_DT underlying_VVG mechanisms_NNS through_IN which_WDT branch-level_JJ HPWS_NN influences_VVZ individual_JJ service_NN performance_NN and_CC branch-level_JJ market_NN performance_NN ._SENT At_IN the_DT most_RBS general_JJ level_NN ,_, our_PP$ findings_NNS revealed_VVD that_IN/that branch-level_JJ HPWS_NN indirectly_RB influences_VVZ branch-level_JJ market_NN performance_NN through_IN cross-level_JJ and_CC individual-level_JJ influences_NNS on_IN individual_JJ service_NN performance_NN that_WDT emerge_VVP at_IN the_DT branch_NN level_NN as_IN aggregated_VVN service_NN performance_NN ._SENT Further_RBR ,_, branch-level_JJ HPWS_NN partially_RB relates_VVZ to_TO psychological_JJ empowerment_NN through_IN the_DT pathways_NNS of_IN experienced_JJ HPWS_NNS and_CC empowerment_NN climate_NN ,_, which_WDT then_RB lead_VVP to_TO individual_JJ service_NN performance_NN ._SENT Additionally_RB ,_, service_NN orientation_NN moderates_VVZ the_DT psychological_JJ empowerment�service_NN performance_NN relationship_NN such_JJ that_IN/that the_DT relationship_NN is_VBZ stronger_JJR for_IN those_DT high_JJ rather_RB than_IN low_JJ in_IN service_NN orientation_NN ._SENT We_PP discuss_VVP the_DT implications_NNS of_IN these_DT findings_NNS below_RB ._SENT 
Theoretical_JJ Implications_NNS 
Our_PP$ findings_NNS not_RB only_RB revealed_VVD the_DT generality_NN of_IN the_DT performance_NN implications_NNS of_IN HPWS_NN to_TO the_DT sub-Saharan_JJ Africa_NP context_NN but_CC also_RB showed_VVD this_DT relationship_NN to_TO be_VB indirect_JJ through_IN cross-level_JJ (_( empowerment_NN climate_NN )_) and_CC individual-level_JJ (_( experienced_JJ HPWS_NNS ,_, psychological_JJ empowerment_NN ,_, service_NN orientation_NN )_) influences_VVZ on_IN individual_JJ service_NN performance_NN that_WDT emerge_VVP at_IN the_DT branch_NN level_NN as_IN aggregated_VVN service_NN performance_NN ._SENT We_PP therefore_RB add_VVP to_TO SHRM_JJ research_NN by_IN adopting_VVG a_DT cross-level_JJ perspective_NN in_IN examining_VVG the_DT role_NN of_IN climate_NN and_CC behavior_NN in_IN accounting_NN for_IN the_DT performance_NN effects_NNS of_IN branch-level_JJ HPWS_NNS ._SENT However_RB ,_, in_IN view_NN of_IN Schneider_NP et_FW al._FW 's_POS (_( 2005_CD )_) observation_NN that_IN/that research_NN should_MD examine_VV the_DT behavior_NN and_CC messages_NNS that_IN/that climate_NN conveys_VVZ and_CC the_DT outcomes_NNS to_TO which_WDT behavior_NN is_VBZ more_RBR likely_RB related_VVN ,_, we_PP urge_VVP researchers_NNS to_TO adopt_VV a_DT macro-level_JJ perspective_NN to_TO directly_RB examine_VV climate_NN and_CC collective_JJ behavior_NN as_IN intervening_VVG mechanisms_NNS through_IN which_WDT branch-level_JJ HPWS_NN influences_VVZ branch-level_JJ market_NN performance_NN ._SENT 
Although_IN empowerment_NN is_VBZ considered_VVN a_DT central_JJ construct_NN in_IN conceptual_JJ discussions_NNS of_IN SHRM_NP (_( Applebaum_NP et_NP al_NP ._SENT ,_, 2000_CD ;_: Delery_NP &_CC Shaw_NP ,_, 2001_CD )_) and_CC in_IN the_DT performance_NN of_IN customer_NN contact_NN employees_NNS (_( Bowen_NP &_CC Lawler_NP ,_, 1995_CD ;_: Chebat_NP &_CC Kollias_NP ,_, 2000_CD ;_: Peccei_NP &_CC Rosenthal_NP ,_, 2001_CD )_) ,_, there_EX is_VBZ a_DT dearth_NN of_IN research_NN on_IN an_DT integrated_JJ view_NN of_IN the_DT construct_NN (_( Chen_NP et_NP al_NP ._SENT ,_, 2007_CD ;_: Kirkman_NP &_CC Rosen_NP ,_, 1999_CD ;_: Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD ,_, Seibert_NP et_CC al_NP ._SENT ,_, 2011_CD )_) ._SENT Consistent_JJ with_IN the_DT call_NN for_IN a_DT multilevel_JJ approach_NN to_TO SHRM_NP research_NN (_( Ostroff_NP &_CC Bowen_NP ,_, 2000_CD )_) ,_, our_PP$ findings_NNS revealed_VVD a_DT cross-level_NN and_CC an_DT individual-level_JJ mechanism_NN through_IN which_WDT branch-level_JJ HPWS_NN exerts_VVZ its_PP$ motivational_JJ influence_NN ._SENT As_IN a_DT structural_JJ source_NN of_IN empowerment_NN ,_, our_PP$ findings_NNS revealed_VVD ,_, branch-level_JJ HPWS_NN drives_VVZ psychological_JJ empowerment_NN through_IN empowerment_NN climate_NN (_( Seibert_NP et_NP al_NP ._SENT ,_, 2004_CD )_) and_CC experienced_JJ HPWS_NNS (_( Seibert_NP et_NP al_NP ._SENT ,_, 2011_CD )_) ._SENT The_DT influence_NN of_IN branch-level_JJ HPWS_NNS on_IN empowerment_NN climate_NN we_PP uncovered_VVD adds_VVZ to_TO the_DT sparse_JJ literature_NN on_IN the_DT antecedents_NNS of_IN empowerment_NN climate_NN ._SENT 
Consistent_JJ with_IN its_PP$ strategic_JJ orientation_NN ,_, the_DT performance_NN implications_NNS of_IN the_DT use_NN of_IN HPWS_NP have_VHP been_VBN examined_VVN primarily_RB at_IN the_DT organizational_JJ or_CC unit_NN level_NN ._SENT Recognition_NN that_IN/that organizations_NNS do_VVP not_RB perform_VV but_CC rather_RB that_IN/that the_DT performance_NN of_IN individual_JJ employees_NNS enables_VVZ organizations_NNS to_TO achieve_VV their_PP$ goals_NNS (_( Kozlowski_NP &_CC Klein_NP ,_, 2000_CD )_) has_VHZ ,_, however_RB ,_, led_VVD to_TO a_DT focus_NN on_IN the_DT individual-level_JJ performance_NN implications_NNS of_IN HPWS_NP (_( Kehoe_NP &_CC Wright_NP ,_, 2010_CD ;_: Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Snape_NP &_CC Redman_NP ,_, 2010_CD )_) ._SENT Our_PP$ finding_NN that_IN/that branch-level_JJ HPWS_JJ drives_NNS individual_JJ performance_NN through_IN micro_NN and_CC macro_NN processes_NNS that_WDT enhance_VVP psychological_JJ empowerment_NN leading_VVG to_TO service_NN performance_NN adds_VVZ to_TO this_DT stream_NN of_IN research_NN ._SENT However_RB ,_, our_PP$ findings_NNS revealed_VVD the_DT psychological_JJ empowerment�service_NN performance_NN relationship_NN to_TO be_VB moderated_VVN by_IN service_NN orientation_NN ._SENT The_DT uncovering_VVG of_IN a_DT moderating_VVG role_NN for_IN service_NN orientation_NN in_IN the_DT psychological_JJ empowerment�service_NN performance_NN relationship_NN is_VBZ particularly_RB interesting_JJ because_IN Liao_NP et_CC al_NP ._SENT reported_VVN psychological_JJ empowerment_NN to_TO be_VB unrelated_JJ to_TO what_WP they_PP called_VVD general_JJ service_NN performance_NN ._SENT 
As_IN an_DT individual_JJ difference_NN variable_NN ,_, service_NN orientation_NN suggests_VVZ a_DT predisposition_NN to_TO adapt_VV the_DT service_NN delivery_NN to_TO meeting_NN customer_NN needs_NNS and_CC expectations_NNS ._SENT Thus_RB ,_, although_IN psychological_JJ empowerment_NN provides_VVZ a_DT motivational_JJ underpinning_NN for_IN service_NN performance_NN ,_, this_DT is_VBZ only_RB possible_JJ for_IN individuals_NNS high_JJ rather_RB than_IN low_JJ in_IN service_NN orientation_NN ._SENT Our_PP$ finding_NN of_IN a_DT moderating_VVG influence_NN of_IN service_NN orientation_NN therefore_RB extends_VVZ previous_JJ research_NN that_WDT has_VHZ reported_VVN service_NN orientation_NN as_IN an_DT antecedent_NN of_IN service-oriented_JJ organizational_JJ citizenship_NN behavior_NN (_( Bettencourt_NP et_NP al_NP ._SENT ,_, 2001_CD )_) ._SENT 
Practical_JJ Implications_NNS 
Gaining_VVG a_DT competitive_JJ advantage_NN in_IN the_DT service_NN sector_NN has_VHZ increasingly_RB been_VBN defined_VVN in_IN terms_NNS of_IN customer_NN service_NN excellence_NN ,_, which_WDT has_VHZ been_VBN shown_VVN to_TO lead_VV to_TO customer_NN satisfaction_NN and_CC retention_NN (_( Parasuraman_NP et_NP al_NP ._SENT ,_, 1994_CD )_) ._SENT Although_IN research_NN has_VHZ shown_VVN these_DT outcomes_NNS to_TO be_VB influenced_VVN by_IN several_JJ factors_NNS ,_, such_JJ as_IN leadership_NN style_NN (_( Liao_NP &_CC Chuang_NP ,_, 2007_CD ;_: Schneider_NP et_NP al_NP ._SENT ,_, 2005_CD )_) and_CC service_NN climate_NN (_( Liao_NP &_CC Chuang_NP ,_, 2004_CD ;_: Schneider_NP et_NP al_NP ._SENT ,_, 2005_CD )_) ,_, our_PP$ findings_NNS suggest_VVP that_IN/that investment_NN in_IN SHRM_NP pays_VVZ ._SENT However_RB ,_, the_DT payoff_NN from_IN such_PDT an_DT investment_NN must_MD have_VH a_DT strategic_JJ focus_NN ,_, such_JJ as_IN service_NN quality_NN ,_, and_CC must_MD therefore_RB be_VB tailored_VVN to_TO specific_JJ employee_NN groups_NNS (_( customer_NN contact_NN employees_NNS )_) in_IN order_NN to_TO promote_VV desirable_JJ attitudes_NNS and_CC motivate_VV strategic_JJ behaviors_NNS that_WDT facilitate_VVP service_NN quality_NN ._SENT In_IN terms_NNS of_IN enhancing_VVG service_NN quality_NN among_IN customer_NN contact_NN employees_NNS ,_, the_DT use_NN of_IN HPWS_NP may_MD well_RB constitute_VV what_WP Schneider_NP et_NP al_NP ._SENT (_( 1998_LS )_) described_VVN as_IN a_DT set_NN of_IN organizational_JJ foundational_JJ issues_NNS because_IN it_PP supports_VVZ and_CC facilitates_VVZ service_NN delivery_NN and_CC excellence_NN ._SENT Interventions_NNS to_TO improve_VV service_NN quality_NN or_CC excellence_NN must_MD therefore_RB include_VV the_DT adoption_NN of_IN an_DT HPWS_NN for_IN service_NN quality_NN ._SENT 
Although_IN empowerment_NN has_VHZ been_VBN widely_RB recognized_VVN as_IN a_DT critical_JJ element_NN in_IN facilitating_VVG service_NN employees_NNS '_POS responsiveness_NN to_TO customer_NN needs_NNS and_CC expectations_NNS ,_, there_EX is_VBZ a_DT dearth_NN of_IN actionable_JJ knowledge_NN in_IN terms_NNS of_IN promoting_VVG empowerment_NN climate_NN ._SENT Our_PP$ findings_NNS highlight_VV the_DT use_NN of_IN HPWS_NNS as_IN one_CD such_JJ avenue_NN through_IN which_WDT to_TO promote_VV an_DT empowerment_NN climate_NN ._SENT Although_IN research_NN has_VHZ raised_VVN doubts_NNS about_IN the_DT utility_NN of_IN empowerment_NN in_IN cross-cultural_JJ contexts_NNS (_( Robert_NP ,_, Probst_NP ,_, Martocchio_NP ,_, Drasgow_NP ,_, &_CC Lawler_NP ,_, 2000_CD )_) ,_, our_PP$ findings_NNS highlight_VV its_PP$ applicability_NN to_TO an_DT emerging_VVG economy_NN in_IN sub-Saharan_JJ Africa_NP with_IN its_PP$ high_JJ power_NN distance_NN culture_NN ._SENT Despite_IN this_DT promising_JJ finding_NN ,_, it_PP is_VBZ important_JJ that_IN/that organizational_JJ interventions_NNS designed_VVN to_TO promote_VV service_NN excellence_NN through_IN empowerment_NN (_( Peccei_NP &_CC Rosenthal_NP ,_, 2001_CD )_) are_VBP rooted_VVN in_IN an_DT understanding_NN of_IN the_DT construct_NN and_CC the_DT conditions_NNS necessary_JJ for_IN its_PP$ effectiveness_NN ._SENT 
The_DT finding_NN that_IN/that psychological_JJ empowerment_NN related_VVN to_TO service_VV performance_NN only_RB for_IN individuals_NNS high_JJ but_CC not_RB low_JJ in_IN service_NN orientation_NN has_VHZ practical_JJ implications_NNS ._SENT In_IN addition_NN to_TO the_DT moderating_VVG influence_NN of_IN service_NN orientation_NN we_PP uncovered_VVD in_IN this_DT study_NN ,_, service_NN orientation_NN has_VHZ been_VBN shown_VVN to_TO influence_VV service-oriented_JJ organizational_JJ citizenship_NN behavior_NN (_( Bettencourt_NP et_NP al_NP ._SENT ,_, 2001_CD )_) ._SENT Hogan_NP et_FW al_NP ._SENT (_( 1984_CD )_) suggested_VVD that_IN/that service_NN orientation_NN taps_VVZ an_DT important_JJ aspect_NN of_IN nontechnical_JJ performance_NN that_WDT is_VBZ unrelated_JJ to_TO knowledge_NN and_CC skills_NNS implies_VVZ that_IN/that it_PP will_MD be_VB difficult_JJ to_TO train_VV individuals_NNS in_IN service_NN orientation_NN (_( Cran_NP ,_, 1994_CD )_) ._SENT Consequently_RB ,_, service_NN sector_NN organizations_NNS should_MD include_VV attributes_NNS of_IN service_NN orientation_NN in_IN the_DT selection_NN criteria_NNS for_IN customer_NN contact_NN employees_NNS ._SENT These_DT attributes_NNS include_VVP an_DT inherent_JJ tendency_NN to_TO be_VB pleasant_JJ ,_, polite_JJ ,_, cooperative_JJ ,_, and_CC helpful_JJ in_IN dealing_VVG with_IN others_NNS (_( Cran_NP ,_, 1994_CD )_) ._SENT 
Limitations_NNS and_CC Directions_NNS for_IN Future_NP Research_NP 
As_RB with_IN any_DT research_NN ,_, our_PP$ study_NN has_VHZ a_DT number_NN of_IN limitations_NNS ,_, and_CC by_IN discussing_VVG them_PP ,_, we_PP are_VBP simultaneously_RB highlighting_VVG some_DT directions_NNS for_IN future_JJ research_NN ._SENT First_RB ,_, the_DT cross-sectional_JJ design_NN of_IN our_PP$ study_NN precludes_VVZ any_DT inference_NN of_IN causality_NN ._SENT Although_IN our_PP$ study_NN is_VBZ grounded_VVN in_IN an_DT empowerment_NN perspective_NN and_CC the_DT relationships_NNS we_PP reported_VVD are_VBP consistent_JJ with_IN our_PP$ predictions_NNS and_CC theory_NN ,_, future_JJ research_NN with_IN a_DT longitudinal_JJ design_NN will_MD be_VB better_RBR suited_VVN to_TO addressing_VVG the_DT directionality_NN of_IN the_DT relationships_NNS we_PP examined_VVD ._SENT In_IN this_DT respect_NN ,_, future_JJ research_NN should_MD control_VV for_IN prior_JJ service_NN performance_NN and_CC other_JJ antecedents_NNS of_IN service_NN performance_NN such_JJ as_IN personality_NN and_CC leadership_NN style_NN (_( Liao_NP &_CC Chuang_NP ,_, 2004_CD ,_, Liao_NP &_CC Chuang_NP ,_, 2007_CD )_) in_IN order_NN to_TO more_RBR rigorously_RB test_VV the_DT findings_NNS we_PP report_VVP in_IN this_DT study_NN ._SENT 
Second_RB ,_, the_DT branch-level_JJ HPWS_NN data_NNS were_VBD obtained_VVN from_IN a_DT single_JJ person_NN ,_, undermining_VVG the_DT reliability_NN of_IN this_DT data_NNS (_( Huselid_NP &_CC Becker_NP ,_, 2000_CD )_) ._SENT We_PP readily_RB acknowledge_VVP the_DT importance_NN of_IN using_VVG multiple_JJ raters_NNS and_CC establishing_VVG interrater_NN reliability_NN of_IN their_PP$ ratings_NNS as_IN a_DT way_NN of_IN enhancing_VVG confidence_NN in_IN HPWS_JJ data_NNS ._SENT However_RB ,_, the_DT crux_NN of_IN the_DT argument_NN about_IN the_DT number_NN of_IN raters_NNS is_VBZ the_DT extent_NN to_TO which_WDT raters_NNS are_VBP knowledgeable_JJ about_IN HR_NP practices_NNS (_( Gerhart_NP ,_, Wright_NP ,_, &_CC McMahan_NP ,_, 2000_CD )_) ._SENT Given_VVN the_DT size_NN of_IN the_DT branches_NNS that_WDT participated_VVD in_IN the_DT study_NN and_CC the_DT extent_NN of_IN operational_JJ autonomy_NN they_PP enjoy_VVP ,_, the_DT branch_NN managers_NNS should_MD be_VB knowledgeable_JJ about_IN the_DT HR_NP practices_NNS used_VVN in_IN managing_VVG customer_NN contact_NN employees_NNS (_( Wright_NP &_CC Boswell_NP ,_, 2002_CD )_) ._SENT As_IN mentioned_VVN ,_, we_PP cross-validated_VVD the_DT responses_NNS of_IN the_DT branch_NN managers_NNS with_IN another_DT member_NN of_IN the_DT management_NN team_NN responsible_JJ for_IN HR_NP issues_NNS ._SENT 
Third_JJ ,_, we_PP used_VVD a_DT subjective_JJ measure_NN of_IN organizational_JJ performance_NN ._SENT Although_IN there_EX is_VBZ a_DT precedent_NN for_IN such_PDT a_DT measure_NN (_( Chuang_NP &_CC Liao_NP ,_, 2010_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) and_CC subjective_JJ performance_NN has_VHZ been_VBN shown_VVN to_TO be_VB significantly_RB related_VVN to_TO objective_JJ performance_NN measures_NNS (_( Wall_NP et_NP al_NP ._SENT ,_, 2004_CD )_) ,_, the_DT scale_NN 's_VBZ relatively_RB low_JJ alpha_NN reliability_NN in_IN this_DT study_NN suggests_VVZ that_IN/that the_DT branch-level_JJ performance_NN implication_NN of_IN HPWS_NN we_PP reported_VVD should_MD be_VB cautiously_RB interpreted_VVN ._SENT However_RB ,_, research_NN that_WDT has_VHZ reported_VVN employee_NN behaviors_NNS such_JJ as_IN service_NN OCB_NP (_( Schneider_NP et_NP al_NP ._SENT ,_, 2005_CD )_) to_TO relate_VV to_TO financial_JJ performance_NN (_( unit_NN sales_NNS )_) gives_VVZ some_DT credence_NN to_TO the_DT aggregated_VVN service_NN performance�branch-level_JJ market_NN performance_NN relationship_NN we_PP uncovered_VVD ._SENT Future_JJ research_NN should_MD ,_, however_RB ,_, use_NN both_CC subjective_JJ and_CC objective_JJ measures_NNS of_IN organizational_JJ performance_NN ._SENT 
Fourth_JJ ,_, although_IN we_PP proposed_VVD and_CC examined_VVD hypotheses_NNS drawn_VVN from_IN a_DT context-free_JJ model_NN ,_, the_DT cultural_JJ context_NN of_IN our_PP$ study_NN may_MD have_VH influenced_VVN the_DT findings_NNS we_PP reported_VVD and_CC therefore_RB constrained_VVN their_PP$ generality_NN to_TO other_JJ cultural_JJ contexts_NNS as_RB well_RB as_IN economic_JJ sectors_NNS ._SENT However_RB ,_, this_DT limitation_NN is_VBZ mitigated_VVN by_IN the_DT facts_NNS that_IN/that our_PP$ research_NN was_VBD grounded_VVN in_IN an_DT empowerment_NN perspective_NN and_CC much_JJ SHRM_NP research_NN has_VHZ been_VBN conducted_VVN in_IN Asian_JJ countries_NNS (_( Gong_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Liao_NP et_NP al_NP ._SENT ,_, 2009_CD ;_: Sun_NP et_NP al_NP ._SENT ,_, 2007_CD ;_: Takeuchi_NP et_NP al_NP ._SENT ,_, 2007_CD )_) that_DT share_NN relevant_JJ cultural_JJ values_NNS (_( e.g._FW ,_, high_JJ power_NN distance_NN and_CC relationship_NN orientation_NN )_) with_IN countries_NNS in_IN the_DT sub-Saharan_JJ African_JJ region_NN ._SENT Future_JJ research_NN should_MD replicate_VV and_CC extend_VV our_PP$ findings_NNS with_IN data_NNS obtained_VVN from_IN multiple_JJ cultural_JJ contexts_NNS ._SENT 
Fifth_NP ,_, although_IN we_PP grounded_VVD our_PP$ study_NN in_IN empowerment_NN theory_NN ,_, we_PP recognize_VVP that_IN/that empowerment_NN is_VBZ only_RB one_CD of_IN a_DT number_NN of_IN pathways_NNS through_IN which_WDT HPWS_NP has_VHZ been_VBN theorized_VVN to_TO influence_VV its_PP$ demonstrated_VVN performance_NN outcomes_NNS (_( Delery_NP &_CC Shaw_NP ,_, 2001_CD )_) ._SENT We_PP urge_VVP future_JJ researchers_NNS to_TO simultaneously_RB examine_VV relevant_JJ ,_, theoretically_RB informed_VVN mechanisms_NNS of_IN the_DT HPWS�performance_NP relationship_NN ._SENT Last_JJ ,_, support_NN for_IN the_DT partially_RB mediated_VVN relationships_NNS we_PP predicted_VVD underscores_VVZ the_DT complexity_NN of_IN the_DT pathways_NNS through_IN which_WDT branch_NN level_NN or_CC the_DT use_NN of_IN HPWS_NP influences_VVZ its_PP$ attitudinal_JJ and_CC behavioral_JJ outcomes_NNS ._SENT Takeuchi_NP et_FW al_NP ._SENT (_( 2009_CD ,_, p_NN ._SENT 22_LS )_) observed_VVD a_DT �possibility_NN of_IN multiple_JJ mediators_NNS and_CC more_JJR intricate_JJ processes_NNS and_CC interrelationships_NNS through_IN which_WDT HPWS_NP influences_VVZ outcomes_NNS that_WDT span_VVP multiple_JJ levels.�_NN Consequently_RB ,_, future_JJ research_NN should_MD examine_VV multiple_JJ climates_NNS and_CC test_VV competing_VVG explanations_NNS of_IN these_DT pathways_NNS ._SENT 
These_DT limitations_NNS are_VBP counterbalanced_VVN by_IN a_DT number_NN of_IN conceptual_JJ and_CC methodological_JJ strengths_NNS of_IN this_DT study_NN ._SENT First_RB ,_, we_PP proposed_VVD and_CC tested_VVD hypotheses_NNS drawn_VVN from_IN a_DT multilevel_JJ model_NN of_IN intermediate_JJ linkages_NNS in_IN the_DT performance_NN implications_NNS of_IN HPWS_NNS as_RB well_RB as_IN a_DT multilevel_JJ model_NN of_IN empowerment_NN ._SENT Second_RB ,_, unlike_IN previous_JJ research_NN ,_, we_PP simultaneously_RB examined_VVD mechanisms_NNS through_IN which_WDT HPWS_NP influences_VVZ performance_NN at_IN both_DT individual_JJ and_CC organizational_JJ levels_NNS of_IN analysis_NN ._SENT Last_RB ,_, we_PP obtained_VVD data_NNS from_IN multiple_JJ sources_NNS including_VVG branch_NN managers_NNS ,_, senior_JJ customer_NN contact_NN employees_NNS ,_, and_CC junior_JJ customer_NN contact_NN employees_NNS (_( respondents_NNS )_) ,_, suggesting_VVG that_IN/that our_PP$ findings_NNS are_VBP substantive_JJ and_CC not_RB methodological_JJ artifacts_NNS ._SENT 
Conclusion_NN 
Excellence_NN in_IN service_NN performance_NN has_VHZ become_VVN a_DT strategic_JJ focus_NN for_IN enhancing_VVG the_DT competitiveness_NN of_IN service_NN organizations_NNS ._SENT Our_PP$ findings_NNS suggest_VVP the_DT use_NN of_IN HPWS_NNS as_IN an_DT intervention_NN strategy_NN for_IN building_VVG the_DT internal_JJ capability_NN to_TO drive_VV organizational_JJ survival_NN and_CC growth_NN through_IN empowering_VVG customer_NN contact_NN employees_NNS ._SENT In_IN particular_JJ ,_, branch-level_JJ HPWS_NN fosters_VVZ psychological_JJ empowerment_NN through_IN empowerment_NN climate_NN and_CC experienced_JJ HPWS_NNS ,_, leading_VVG to_TO service_VV performance_NN at_IN the_DT individual_JJ level_NN ._SENT Further_RBR ,_, branch-level_JJ HPWS_NN indirectly_RB influences_VVZ branch-level_JJ market_NN performance_NN through_IN the_DT impact_NN of_IN cross-level_JJ and_CC individual-level_JJ processes_NNS on_IN individual_JJ service_NN performance_NN that_WDT emerges_VVZ at_IN the_DT branch_NN level_NN as_IN aggregated_VVN service_NN performance_NN ._SENT 

