Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Loi, Raymond; Xu, Angela J.; Chow, Cheris W. C.; Kwok, Jonathan M. L.

doi:10.1002/hrm.21883

Cited by 28 publications

(27 citation statements)

References 52 publications

(103 reference statements)

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“…A key contention in mistreatment studies is that customer mistreatment enhances employees' negative emotions [78]. We propose that, in the nursing context, this contention hinges on the critical role played by employee experiences of mistreatment by patients in reducing employees' perceived work meaningfulness, the source of job satisfaction, as well as increasing employees' emotional dissonance, the source of turnover intention, which was consistent with previous research [79], mistreatment by service receiver has negative influence on service provider's emotions and actions.…”

Section: Theoretical Contributions and Practical Implicationssupporting

confidence: 85%

The Influence of Mistreatment by Patients on Job Satisfaction and Turnover Intention among Chinese Nurses: A Three-Wave Survey

Wei

et al. 2020

IJERPH

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The affective event of mistreatment in the workplace has been recognized as an important factor influencing employee affect and behavior. However, few studies have logically explained and empirically clarified the link between mistreatment by patients and nurses’ job satisfaction and turnover intention. The current study aimed to explore the effects of mistreatment by patients on nurses’ job satisfaction and turnover intention through work meaningfulness and emotional dissonance, as well as the moderating role of hostile attribution bias. Using three-wave survey data collect from 657 nurses who worked in three hospitals in China, we found that mistreatment by patients had a negative effect on nurses’ job satisfaction through work meaningfulness, mistreatment by patients had a positive effect on nurses’ turnover intention through emotional dissonance. Furthermore, nurses’ hostile attribution bias acted as an effective moderator on the relationship. These findings help uncover the mechanisms and conditions in which mistreatment by patients influences nurses’ job satisfaction and turnover intention.

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Section: Theoretical Contributions and Practical Implicationssupporting

confidence: 85%

The Influence of Mistreatment by Patients on Job Satisfaction and Turnover Intention among Chinese Nurses: A Three-Wave Survey

Wei

et al. 2020

IJERPH

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“…Specifically, team members adopt a vigorous attitude towards the work (i.e., vigour), take an active part in it (i.e., dedication), and become fully absorbed in it (i.e., absorption). Second, when team members feel commitment to leaders, they may further endow their work with more psychological meaning and identification (Loi, Xu, Chow, & Kwok, 2018). Therefore, team members are likely to experience a sense of meaningfulness and inspiration when reciprocating leaders' self-sacrifice with higher work effort (Poon, 2013;Wilson et al, 2010), which further contributes to team work engagement.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

Chen

Yuan

Liu

et al. 2020

J Occupat & Organ Psyc

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The leader self‐sacrifice literature has largely drawn on the norm of reciprocity to examine the positive impacts of leader self‐sacrifice on employee attitudes and behaviours, but little attention has been paid to the potential negative impacts of leader self‐sacrifice on leaders’ own work outcomes. Grounded in social exchange theory and ego depletion theory, our research focuses on why leader self‐sacrifice brings about both beneficial and detrimental effects and considers how leader competence shapes these effects. Two field studies were conducted to test our hypotheses. Study 1 explored the underlying mechanisms through which leader self‐sacrifice influences team/leader work engagement. Study 2 replicated and extended the findings of Study 1 by further testing the moderating role of leader competence. Our results indicated that team affective commitment to leaders acts as a key mediator of the positive relationship between leader self‐sacrifice and team work engagement, and that leader depletion serves as a crucial mechanism underlying the negative relationship between leader self‐sacrifice and leader work engagement. Additionally, leader competence affects how team members view self‐sacrificing leaders and the extent to which self‐sacrificing leaders consume their energy. For competent leaders, the positive influence of leader self‐sacrifice on team work engagement (via team affective commitment to leaders) is stronger, and the negative influence of leader self‐sacrifice on leader work engagement (via leader depletion) is weaker. Practitioner points To avoid self‐sacrificing leaders being seriously depleted, organizations should design activities or training programmes to help leaders replenish self‐control resources and, if possible, increase their self‐control capacity. To encourage team members’ investment in their work, leaders may need to establish psychological attachment and bonds with members to motivate them to repay sacrificial behaviours by fully engaging in the work. Organizations can provide systematic training to enhance leader competence to magnify the beneficial impacts and buffer the detrimental impacts of leader self‐sacrifice.

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“…Unfortunately, current literature only focused on examining factors within the work domain as antecedents of work‐to‐family enrichment (Lapierre et al ., ). There are only limited studies exploring how external stakeholder (such as the customer) may exert an influence (Loi, Xu, Chow, & Kwok, ). This research extends our understanding on the crucial role the customer plays in employee work–family enrichment.…”

Section: Introductionmentioning

confidence: 99%

Linking customer participation to service employees’ work‐to‐family enrichment: The role of job crafting and OBSE

Loi¹,

Chow³

et al. 2019

J Occupat & Organ Psyc

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Building on work-home resources model, we develop a conceptual model examining job crafting as the mediator between perceived customer participation and service employees' work-to-family enrichment, and organization-based self-esteem (OBSE) as the moderator on this indirect relationship. Using two-wave survey data collected from hotel service employees, we found that customer participation can enrich employees' family role through increased cognitive and relational job crafting. In addition, employees' OBSE accentuates the positive linkage between customer participation and employees' relational crafting, and subsequently their work-to-family enrichment. This study makes important contributions to extant literature on work-to-family enrichment and job crafting as well. It also carries important implications for organizations to support employees' proactive participation in job crafting and enrich employees' family life. Practitioner pointsOrganizations should well manage customer participation in order to enhance service employees' job crafting. Managers should be aware of how different types of job crafting can enrich their employees' family domain.To cultivate effective work-to-family enrichment, organizations should develop employees' self-worth and sense of competence within the organization.

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Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment

Cited by 28 publications

References 52 publications

The Influence of Mistreatment by Patients on Job Satisfaction and Turnover Intention among Chinese Nurses: A Three-Wave Survey

The Influence of Mistreatment by Patients on Job Satisfaction and Turnover Intention among Chinese Nurses: A Three-Wave Survey

Social bonding or depleting? A team‐level investigation of leader self‐sacrifice on team and leader work engagement

Linking customer participation to service employees’ work‐to‐family enrichment: The role of job crafting and OBSE

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