現今全球經濟已經從產品導向轉變為服務導向，前線人員服務人員扮演著重要的角色，因為他們攸關著服務品質、滿意度和價值。近年來有越來越多企業希望前線服務人員除了盡職服務顧客外，還要執行更多的任務，比方說在提供服務時，同時從事銷售行為等。然而，服務好是否便能有利於帶來好的銷售績效?在當今研究文獻對此議題之認識有限且研究發現不一，因此本論文將採納兩個組織環境之調節變數─單位主管之學習目標導向與團隊支援，來探討其對前線服務人員之服務行為與績效之間的關係之調節效果。本研究採用之資料來源為台灣一家大型物流公司之問卷調查以及公司前線員工之績效數據，共收得全台各地341筆前線服務人員(送貨司機)與39位單位主管之資料。本研究採納多層次模型方法來分析，研究結果顯示前線服務人員良好的服務對於銷售績效有正面且顯著影響，但對於服務績效並沒有顯著影響。而組織層級變數─團隊支援可以顯著正向調節服務行為和服務/銷售績效之間的關係，然而另一組織層級變數─單位主管之學習目標導向，並未有顯著之調節效果。而意外的是單位主管之學習目標導向會顯著弱化前線服務人員與其服務績效之間的關係。

Encourage frontline employees (FLEs) to engage in sales-related activities are becoming popular in the service encounter. Despite the opportunities for FLEs to generate revenue, the performance outcomes of requiring the FLEs to take on the additional, different role have remained uncertain. An interesting, yet with inconsistent research findings is whether a FLE’s service behaviors predict his or her job performance while accomplishing the dual roles of service and sales. To address this issue, this study focuses on two organizational contextual factors, i.e., team support and supervisors’ learning goal orientation, to examine whether they change the focal relationship examined. The data was collected from 341 FLEs (i.e. drivers) and 39 unit supervisors in a large Taiwanese logistics company through a survey and the company’s performance indices. Using hierarchical linear modeling (HLM) analysis as the major analytical tool, the results show that FLEs’ service behaviors significantly impact the FLEs’ performance of cross-sales revenue while the impact of service performance (i.e. delivery performance) is insignificant. Team support, at the unit level, strengthens the relationship between FLEs’ service behaviors and sales performance, whereas the unit supervisors’ learning goal orientation, shows no significant moderation effects. Contrary to the hypothesis, the unit supervisor’s learning goal orientation weakens the relationship between FLEs’ service behaviors and their service performance. This study contributes by identifying the cross-level moderators and their effects in explicating the relationship between individual FLEs’ service behaviors and job performance. Finally, I discuss the implications of the results.

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