Customer responses to frontline employee complaining in retail service environments: The role of perceived impropriety

Locander, Jennifer A.; White, Allyn; Newman, Christopher L.

doi:10.1016/j.jbusres.2018.10.036

Cited by 13 publications

(14 citation statements)

References 41 publications

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“…If an employee perceives a strong PSOI, he/she is more likely to engage in positive WOM, spreading favorable messages about the company to friends and acquaintances in social situations (Morhart et al , 2009). Employee WOM has been shown to affect customer actions, such as repatronage intent (Locander et al , 2020). Thus, brand champions may indirectly influence the firm’s bottom line, which warrants the attention of any firm with customer-facing employees.…”

Section: Discussionmentioning

confidence: 99%

How perceptions of firm environmental and social values influence frontline employee outcomes

Gabler

Landers

Rapp

2020

JSM

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Purpose More than ever, consideration of the natural environment and social welfare are values that firms must signal to their stakeholders. One way to do this is by adopting an environmental orientation (EO) and pro-social organizational identity (PSOI). The purpose of this paper is to examine how frontline employees (FLEs) respond to these firm-level values through four outcomes. Design/methodology/approach Polynomial structural equation modeling with response surface analysis was implemented on FLEs survey data to uncover how different levels of EO and PSOI impact sales performance, word-of-mouth, turnover intent and job satisfaction. Findings Both firm-level values have a positive and direct effect on all four outcomes. However, each imposes a boundary condition as well. Specifically, salespeople perform better when their firm has a stronger EO, but they are happier in their work, less likely to quit and more likely to spread positive word-of-mouth when PSOI is stronger. Practical implications The results suggest that perceptions of a firm-level EO or PSOI enhance employee-level outcomes. Signaling to employees that your firm cares about the natural environment and the greater social good positively influences employee outcomes, but optimization of each outcome depends on the strength of those values. Originality/value This research answers two specific research calls. First, it applies signaling theory to the workplace context, positioning FLEs as the receivers and feedback mechanisms of firm-level signals. Second, using too-much-of-a-good-thing logic, it uncovers boundary conditions imposed by social and environmental constructs on frontline outcomes.

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Section: Discussionmentioning

confidence: 99%

How perceptions of firm environmental and social values influence frontline employee outcomes

Gabler

Landers

Rapp

2020

JSM

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“…Employee commitment to service delivery resonates with customer relationship management where customer commitment results from the efforts put in by the organisation to satisfy the customer (Cailleux et al, 2009). The consensus within several streams of literature including relationship marketing, servicedominant logic and so on is that customer-employee interactions influence value fulfilment and outcomes (Locander et al, 2020;Mustak, 2019). Consistent with this view, we define employee commitment as employees' desire to continue to avail the organisation their services towards achievement of its goals (e.g.…”

Section: Conceptual Frameworkmentioning

confidence: 97%

“…employees) and end customers through which service experiences Customer willingness to pay for banking services that lead to value fulfilment is fostered. Taken together, the promise framework and the service logic imply that customer-employee interactions and customer involvement create customer value (Locander et al, 2020;Schlager et al, 2011) whilst marketing offerings tailored to customer needs result in greater value perception that consequently enhances customers' willingness to pay more (Pine and Gilmore, 1999). Thus, just as street performers attract people, amaze them and ask for money in return (Pine and Gilmore, 1999), firms can also use their employees to attract and deliver value to customers in ways that will compel customers to pay a price premium.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Yet, during customer-employee interactions, employees become brands in the eyes of the customers (Pinar et al, 2016). In such employee-customer interactions, customer involvement has been declared a key influencer of consumer valuable experiences (Locander et al, 2020;Prebensen et al, 2012) because it determines service delivery and the value created and perceived (Mustak, 2019). Customer involvement is a powerful psychographic construct that affects consumer attitudes and behaviours (Busser and Shulga, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Yet, Izogo (2015) argued that despite the potential for differences, little is known about how Nigerian customers respond to marketing signals. By investigating how customer involvement and employee commitment to service delivery simultaneously influence utilitarian and hedonic value elements and willingness to pay as well as the mechanism that tie these relationships together in a lessdeveloped banking space like Nigeria, we add to the stream of literature (see for instance, Locander et al, 2020;Bravo et al, 2019;Mustak, 2019;Gr€ onroos, 2017) that posit that value creation which benefit both firms and consumers happen during customer-employee interactions.…”

Section: Introductionmentioning

confidence: 99%

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Examining customer willingness to pay more for banking services: the role of employee commitment, customer involvement and customer value

Izogo

Elom

Mpinganjira

2020

IJOEM

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PurposeAlthough scholars highlighted the need to close the interactive marketing gap and enhanced understanding of willingness to pay more in settings where customer participation in the service delivery process is paramount, research addressing this issue is scare. This study investigates the effect of perceived employee commitment to service delivery and customer involvement on customer value and willingness to pay more. The study also examines the extent to which customer value mediates the effect of employee commitment and customer involvement on willingness to pay more for banking services.Design/methodology/approachThe analysis was based on a sample of 211 Nigerian bank customers procured through a mall-intercept survey technique. The partial least squares structural equation modelling procedure and the Preacher–Hayes Bootstrapping technique aided hypotheses testing.FindingsThis study demonstrates that elements of employee commitment to service delivery and customer involvement have significant positive effect on the components of customer value. It also shows that customer value components have significant effect on customers' willingness to pay more. Additionally, the study shows that components of customer value mediate the effect of employee commitment to service delivery and customer involvement on willingness to pay more.Research limitations/implicationsThe study contributes to closing gaps in interactive marketing literature by uncovering how willingness to pay more for services is influenced by customer perceptions of employee commitment (affective and calculative) service delivery, customer involvement and customer value (hedonic and utilitarian).Practical implicationsIt is important for managers to put in place measures that will help them know the kind of commitment cues their employees are emitting to customers as well as levels of customer involvement during service encounters.Originality/valueThis study breaks new ground in three unique ways. First, the study represents the first attempt to examine the combined effect of employee commitment to service delivery and customer involvement on consumer value perceptions. Second, the study also demonstrates that hedonic value has a more pronounced effect on willingness to pay more for banking services than utilitarian value. Finally, the study shows the extent to which customer value (hedonic vs utilitarian) mediates the effect of employee commitment to service delivery and customer involvement on willingness to pay more.

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Arbeitsbeziehungen bei plattformbasierten Dienstleistungen in der Logistik

Ruiner

Klumpp

2022

Forum Dienstleistungsmanagement

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Customer responses to frontline employee complaining in retail service environments: The role of perceived impropriety

Cited by 13 publications

References 41 publications

How perceptions of firm environmental and social values influence frontline employee outcomes

How perceptions of firm environmental and social values influence frontline employee outcomes

Examining customer willingness to pay more for banking services: the role of employee commitment, customer involvement and customer value

Arbeitsbeziehungen bei plattformbasierten Dienstleistungen in der Logistik

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