In contrast to prior studies examining only piecemeal aspects of employee attributes (i.e., physical attractiveness, displayed emotion, or helpfulness), the present research adopts an encompassing approach and considers these attributes simultaneously. These three attributes were selected as they represent the physical, emotional, and motivational aspects of the employee, respectively. This holistic approach provides an understanding of how these three dimensions of employee attributes exert differential effects and interact with one another on customer satisfaction. In order to validate the proposed framework and hypotheses, the authors conducted an experiment as well as a survey in an actual retail setting. Results show that even though all three employee attributes lead to customer satisfaction, employee helpfulness has the strongest impact. In addition, employees' displayed emotion interacts with their physical attractiveness and helpfulness, respectively, to influence customer satisfaction. These findings not only contribute to the literature, but also have managerial implications for high-contact services. C 2013 Wiley Periodicals, Inc.

The literature on corporate social responsibility and corporate philanthropy generally focuses on how employers come to the aid of those outside the organization who have been affected by disasters. Less is known about an organization's corporate philanthropic disaster response (CPDR) directed towards their employees. We argue, based on conservation of resources (Hobfoll, 1989, Am. Psychol., 44, 513) and compassion organizing (Dutton et al., 2006, Admin. Sci. Quart., 51, 59) literatures, that employees perceive employers who provide aid to them following a natural disaster as supportive. This aid from CPDR provides support to employees and helps to restore the loss of valued resources. Accordingly, we predict that satisfaction with CPDR reduces employee psychological and physiological strain via its positive effects on perceived organizational support. We find support for our predictions using a sample of 695 Hurricane Katrina survivors. Finally, we discussed theoretical contributions and implications of this research. Practitioner pointsOrganizations are encouraged to fulfil their social responsibilities. Our research shows that organizations should be socially responsible not only to the general public, but also to their own employees. Responding compassionately by providing aid to an organization's own employees is an important element in carrying out their social responsibilities. In the aftermath of a severe natural disaster, employees may need to rely on their organizations to provide timely assistance. Such assistance could help them mitigate their strain, both psychologically and physiologically, aroused from the disaster they experienced.

Summary The present research contributes to a growing literature on observer reactions to injustice experienced by others. In particular, we separated two variables that have previously been confounded in prior research, namely perpetrator intent to cause harm and victim perception of harm. We expected that injustice intent and injustice perceptions would have both unique and joint effects on observer reactions. The results of three experiments in which we manipulated perpetrator injustice intent and victim injustice perceptions supported our predictions. First, we found that observers had more negative reactions toward superiors who intended to inflict high versus low levels of interpersonal injustice toward a subordinate. Second, the injustice intent of the superior influenced observers' reactions more than did victim perceptions of injustice. Third, most novel, we found that the mere intent to cause injustice generated negative reactions in observers, even in the absence of a “true” victim—that is, when the subordinate perceptions of injustice were low. Together, our results emphasize the importance of examining observers' reactions to injustice and incorporating perpetrator intentions into the study of organizational justice. Copyright © 2012 John Wiley & Sons, Ltd.

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