In this paper, we have attempted to make several contributions
to the knowledge base and study of the COB of front-line
service personnel. This is one of the few studies that has simultaneously
examined constructs representing ability and willingness,
as well as organisational climate, on front-line service
employee behaviour. Our empirical model, while designed to
be parsimonious, does a sound job of explaining the variance
around COB. It also shows that in addition to the organisationalclimate, being both willing and able go hand-in-glove in predicting
employee COB. Further evidence of this was provided by the
significant interaction effects involving the engagement and selfefficacy
constructs