Leveraging organizational tenure to improve service performance: the role of relational coordination among frontline service workers in China

In this paper, we developed a multilevel model that links organizational tenure to work outcomes for employees and organizations. Based on objective data from company records and self-reported surveys from employees and managers over a 6-month period in 76 branches of a retail bank in China, we found that the strengths of the relationships between organizational tenure and performance at both individual- and organizational- levels depend on the extent to which organizations create mutually reinforcing processes that enhance task interdependence and social integration. Our findings contribute to a more coherent understanding of the relationship between organizational tenure and performance, and the moderating role of relational coordination.