Buffering negative impacts of jaycustomer behavior on service employees

Tan, Alice J.M.; Loi, Raymond; Lam, L.; Chow, CherisW.C.

doi:10.1108/jsm-03-2019-0112

Cited by 14 publications

(11 citation statements)

References 100 publications

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“…When prohibiting employees from interacting with shoplifters the lack of autonomy to determine how best to handle the situation can reduce fairness perceptions (Gong, Yi, and Choi 2014). Interestingly, as found in Study 1 and extant literature (e.g., Pu et al 2022;Tan et al 2020), employees can experience anxiety and fear when dealing with CDB. This is especially the case with shoplifting, which presents the opportunity for escalation, potentially resulting in bodily harm, and is seen as not "worth it."…”

Section: Guardianship Classification and Policy Fairness Policy Typementioning

confidence: 70%

Not My Circus, Not my Monkeys? Frontline Employee Perceptions of Customer Deviant Behaviors and Service Firms’ Guardianship Policies

Fennell

Lorenz

Hall

et al. 2023

Journal of Service Research

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Recent disruptions, labor shortages, and fiscal pressures, especially in retail service environments, have necessitated and highlighted changes in the roles and responsibilities of frontline employees, often requiring them to enforce mask mandates and police customer deviant behavior (CDB). While extant work has investigated the impact of policing, or guardianship, for customers and firms, there has been limited examination regarding the policies themselves and the corresponding toll exacted upon frontline employees (FLEs) and their managers (FLMs). Thus, this phenomenon warranted an in-depth, multi-method investigation, including a full-scale qualitative exploration substantiated and extended via three experiments and a survey. The qualitative approach probes employees’ feelings about and identifies categories of CDB in retail service settings as well as develops a novel typology of guardianship policies (policy type x approach style). The subsequent studies empirically test the CDB guardianship typology in the context of a particularly detrimental type of CDB—shoplifting, while advancing understanding of firm-related (guardianship expectations), employee-related (trait anxiety) and job role-related (FLE vs FLM) contextual factors impacting perceptions of policy fairness and turnover intentions. The findings provide rich insights for practitioners and scholars by offering a novel guardianship typology and an extensive agenda for future research.

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Section: Guardianship Classification and Policy Fairness Policy Typementioning

confidence: 70%

Not My Circus, Not my Monkeys? Frontline Employee Perceptions of Customer Deviant Behaviors and Service Firms’ Guardianship Policies

Fennell

Lorenz

Hall

et al. 2023

Journal of Service Research

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“…The possibility of preventing such employee departure is indicated by research findings from Gong and Wang [2019]. Examples of other research findings in which the theme of interaction between dysfunctional customers and the employees serving them is addressed include: Isin et al [2010], Fong et al [2017], Karatepe et al [2009], Li and Zhou [2013], Rafaeli et al [2012], Tan et al [2020], Tsang et al [2011], Yagil [2008].…”

Section: A Review Of Research Results On the Consequences Of Dysfunctional Customer Behaviormentioning

confidence: 99%

Dysfunctional Customer Behavior – A Review of Research Findings

Błoński

2022

aspe

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Market changes in consumer behavior can take a desirable, positive form and be accepted by other market participants, or they can be contrary to accepted social norms. According to Fullerton and Punj [1998] such behavior is the great paradox of modern consumer culture. Dysfunctional consumer behavior has become an inherent part of modern consumer behavior. The purpose of this paper is to review the results of research on dysfunctional consumer behavior based on selected scientific publications. The presentation of research topics and results will be made in two separate parts. The first part concerns the dysfunctional behaviors of customers, i.e. the way they are presented in the literature and the factors determining such behavior. The second part includes a review of research results concerning the broadly understood consequences of dysfunctional customer behavior.

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“…Currently, a number of comprehensive conceptual frameworks are devoted to understanding the triggers and motivations of customer misconduct and the underlying psychological processes involved. Importantly, they reveal the contextual factors surrounding such customer misbehavior, the different types and consequences, and the means to deter it ( Harris and Reynolds, 2003 ; Fullerton and Punj, 2004 ; Daunt and Harris, 2011 , 2012 ; Anaza and Zhao, 2013 ; Dootson et al, 2018 ; Tan et al, 2020 ). Dysfunctional customer behavior can be directed toward employees (e.g., through verbal or physical abuse, sexual harassment, or violence), and these behaviors can have negative impacts on employees both cognitively and behaviorally.…”

Section: Literature Reviewmentioning

confidence: 99%

“… Tan et al (2020) indicate that daily jaycustomer behavior triggered anger and anxiety, if a service employee encountered aggressive and uncivilized customers. Such experiences can have a negative impact on emotional responses, leading to an increase in emotional exhaustion.…”

Section: Research Framework and Hypothesesmentioning

confidence: 99%

“…At the same time, the misbehavior of customers will result in frontline employees experiencing psychological pressure, such as being humiliated from rude, aggressive, and threatening customer behavior, which can have a negative impact on the service employees' emotional reactions. Tan et al (2020) indicate that daily jaycustomer behavior triggered anger and anxiety, if a service employee encountered aggressive and uncivilized customers. Such experiences can have a negative impact on emotional responses, leading to an increase in emotional exhaustion.…”

Section: Research Hypotheses Dysfunctional Customer Behavior and Empl...mentioning

confidence: 99%

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Service staff encounters with dysfunctional customer behavior: Does supervisor support mitigate negative emotions?

et al. 2022

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Dysfunctional customer behavior is common in service settings. For frontline employees, negative encounters can cause short-term despondency or have profound, long-term psychological effects that often result in both direct and indirect costs to service firms. Existing research has explored the influence of dysfunctional customer behavior on employee emotions, but it has not fully investigated the psychological mechanism through which customer misbehavior transforms into employee responses. To maintain service quality and employee well-being, it is important to understand the impact of customer misconduct on employee emotions and its effect on subsequent service behavior. To assess the process through which dysfunctional customer behavior manifests as negative emotions in frontline service employees, and the influence of negative employee emotions on their prosocial service behavior, we surveyed 185 frontline banking service employees. We sought information on service employee experiences, attitudes, and feelings regarding dysfunctional customer behaviors, the perceived level of supervisor support, and employee prosocial service behavior intentions. Structural equation modeling and hierarchical linear modeling were used for statistical analysis and hypothesis verification. Results indicate that dysfunctional customer behavior has a positive relationship with bank service employee negative emotions and a negative influence on employee prosocial service behavior. The study found that negative emotions fully mediated the relationship between dysfunctional customer behavior and prosocial service behavior. The moderating role that perceived supervisor support plays on the relationships between dysfunctional customer behavior and negative emotion was also investigated. The results show that perceived supervisor support moderates the relationship between dysfunctional customer behavior and negative employee emotions. Finally, the study provides bank managers with effective strategies to assist frontline employees to manage and deter dysfunctional customer behavior, and presents employees with internal recovery strategies when encountering dysfunctional customer behavior.

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Buffering negative impacts of jaycustomer behavior on service employees

Cited by 14 publications

References 100 publications

Not My Circus, Not my Monkeys? Frontline Employee Perceptions of Customer Deviant Behaviors and Service Firms’ Guardianship Policies

Not My Circus, Not my Monkeys? Frontline Employee Perceptions of Customer Deviant Behaviors and Service Firms’ Guardianship Policies

Dysfunctional Customer Behavior – A Review of Research Findings

Service staff encounters with dysfunctional customer behavior: Does supervisor support mitigate negative emotions?

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