Authenticity, rapport and interactional justice in frontline service: the moderating role of need for uniqueness

Abstract

Purpose This paper aims to investigate how perceptions of employee authenticity and customer–employee rapport influence customers’ interactional justice assessments and related service evaluations, and how customers’ need for uniqueness impacts these relationships. Design/methodology/approach A multi-method, three-study design is used to test the research model. Specifically, structural equation modeling provides tests of the main hypotheses, and two supplemental experimental studies tease out conditional effects providing insightful managerial contributions. Findings Results indicate that customers’ perceptions of employee authenticity affect customers’ interactional justice evaluations, particularly when customers identify high levels of customer–employee rapport. Additionally, the aforementioned relationships are contingent upon customers’ need for uniqueness, such that customers with higher levels of need for uniqueness experience lower levels of customer–employee rapport and, consequently, provide poorer interactional justice assessments. Finally, conditional effects are found given the type of provider and frequency of visit. Originality/value This research extends prior efforts to understand how customer–employee dynamics influence customers’ service encounter evaluations. In particular, it furthers understanding of authentic FLE–customer encounters, explores drivers of interactional justice and explicates how consumers’ varying levels of need for uniqueness have differential effects on service outcomes.

The effects of employee behavior in sustainable service organizations

“…Additionally, providing information about standards on a regular basis and ensuring that employees are aware of the need for sustainable commitment as well as behave in an authentic manner are vital for consequently expressing a sustainable value orientation (Bansal and Roth, 2000; Lindsey-Hall et al , 2021). Showing the importance of the particular SMO can be achieved by, for example, providing an overview about current problems – such as refugees’ situations (social), global warming (environmental) or economic damage caused by the COVID-19 pandemic (economic) – and their consequences and how the company, including the employees, can contribute.…”

Signaling authenticity for frontline service employees

“…The relevance of authenticity in services is rooted in service-dominant logic (Vargo and Lusch, 2004), which establishes the importance of FSE-customer relationships for co-creating (and co-destructing) value. Studies demonstrate that customer-oriented behaviors in FSEs result in greater customer outcomes such as satisfaction (Homburg, Wieseke and Hoyer, 2009; Hennig-Thurau et al , 2006) and can help build relationships through rapport and authenticity, creating trust, and thus the potential for productive, long-term relationships with their customers (Lindsey-Hall et al , 2020; Yoo and Arnold, 2019).…”

“…Authenticity – being true to oneself (Grayson and Martinec, 2004; Kernis and Goldman, 2006) – is a key strategic element used today by service providers to differentiate themselves and provide value to clients (Drexler, 2018; Lindsey-Hall et al , 2020; Rozen, 2016). Customers value brands that they perceive to be authentic (Becker et al , 2019; Brown et al , 2003; Beverland and Farrelly, 2010; Grayson and Martinec, 2004; Guèvremont and Grohmann, 2016; Morhart et al , 2015; Moulard et al , 2016), they value other people’s authenticity, (Dion and Arnould, 2016; Sirianni et al , 2013; Thomson, 2006; Valsesia et al , 2016) and they seek products that help them enhance their felt authenticity (Arnould and Price, 2000; Beverland and Farrelly, 2010; Morhart et al , 2015; Rose and Wood, 2005).…”

“…These findings are useful to FSEs who want to build stronger relationships with customers or build resilience, as prior research has demonstrated the benefits of being perceived as being authentic. By understanding the different ways in which authenticity can be signaled, FSEs can focus and improve on specific dimensions of the services they provide and increase the extent to which they co-create value through their interactions with customers (Cropanzano and Mitchell, 2005; Grandey et al , 2005; Lindsey-Hall et al , 2020; Matthews et al , 2020). Managers can use the insights generated from this present research to develop training programs and set better expectations regarding FSE-customer interactions.…”

It’s not justice if it’s not for all: cross-level interaction of interactional justice differentiation and supervisory justice on psychological safety and conflict

“…Third , interactional justice is critical in managing interpersonal relationships, especially in service organizations (Li et al , 2020; Lindsey-Hall et al , 2021). In a workgroup setting, employees observe injustice with third parties (coworkers), evaluation of which may affect their attitudes towardperpetrators (i.e.…”