Examining the drivers of deviant service adaption in fashion retailing: the role of tenure

Abstract

PurposeFashion retail employees sometimes “bend the rules” to help their customers. Referred to as customer-oriented deviance, this study responds to calls to examine the motivational antecedents of this behavior. This research also tests the moderating effect of tenure on the relationships between a frontline employee's motivations, their customer-oriented deviance behaviors and commitment to the organization.Design/methodology/approachData were collected via a self-completed, anonymous, online survey provided to a sample of 390 sales associates employed in retail fashion businesses.FindingsFindings demonstrate that fashion retail employees were inclined to adapt service procedures and engage in deviant communication about either their organization and/or the products they sell for both pro-social and self-directed reasons. Interestingly, long-tenured employees demonstrated consistently lower motivations to engage in consumer-oriented deviance compared to short-tenured employees. However, analysis indicated no significant differences between short-tenured and long-tenured employees in their consumer-oriented deviance behaviors and commitment to the organization.Research limitations/implicationsThe cross-sectional nature and single-level data collection naturally put limitations on the generalizability of this research. The study does not examine alternative constructs that might mediate/moderate tested relationships, such as perceived empowerment, gender or risk, hence, future potential avenues for further inquiry are presented.Originality/valueThis research contributes to positive deviance theory and extends existing knowledge by developing an extensive model of motivational antecedents, a moderator and an outcome of consumer-oriented deviant behavior. For managers, this research provides valuable insights for organizations, which may create positive effects on service quality and a reduction in employee turnover.

Feeling good and doing more: How does the customer respond to pro-customer deviance in the context of hospitality

“…Considering the challenging work demands, overservice, therefore, becomes more and more prevalent for employees to deal with (Xing et al, 2021 ). Employees believing in customer-oriented values tend to engage more in deviance or rule-breaking to satisfy customers' individualized requirements (Leo and Russell-Bennett, 2012 ), such as, offering unauthorized discounts (Mortimer and Wang, 2021 ) or using organizational resources to provide unofficial extra service (Hu et al, 2022 ). According to the study of Leo and Russell-Bennett ( 2012 ), more than half of these pro-customer deviances were found in hospitality settings.…”