Service Employees' Job Demands and Two Types of Deviance: The Moderating Role of Organizational Resources

Hammes, Eva Katharina; Walsh, Gianfranco

doi:10.15358/0344-1369-2017-1-15

Cited by 2 publications

(4 citation statements)

References 57 publications

(96 reference statements)

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“…In particular, constructive process deviance was assessed by a Likert-type scale with "never" and "many times daily" as the anchors. In accordance with a conceptualization by Luria et al (2009), this study used the four-item scale of Hammes and Walsh (2017) to assess destructive process deviance. It was adapted to measure the extent to which employees deviate from the request to report customer complaints related to the online reservation systems to management.…”

Section: Methodsmentioning

confidence: 99%

“…This specific type of deviant behavior is reflected in FLE unwillingness to perform the duties of their job. Thereby, they neglect normative actions that have the potential to improve an organization's service (Luria et al, 2009), such as reporting customer complaints to management as intended by organizational processes (Hammes and Walsh, 2017). This kind of process deviance is likely to harm service encounters, as well as organizational goals.…”

Section: Main Effect Hypothesesmentioning

confidence: 99%

“…Departed from dysfunctional organizational policies or procedures to solve a problem. 5 Destructive process deviance a (Hammes and Walsh, 2017): I do not report to management about incidents in which customers complain about serious problems. I do not report to my direct manager about problems customers encounter, even if a customer has told me that he or she wants to complain about service.…”

Section: Appendix Measures and Itemsmentioning

confidence: 99%

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Frontline backlash: service employees’ deviance from digital processes

Christ-Brendemühl

Schaarschmidt

2019

JSM

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Purpose The purpose of this study is to investigate how the implementation of digital interfaces into service encounters is transforming demands toward frontline service employees. In addition to having the potential to enhance employee–customer interactions, changes related to new technologies can be perceived as stressful by employees and might foster deviation from prescribed processes. Design/methodology/approach Using the transactional theory of stress and coping as a theoretical framework, this paper aims to develop and test a research model to investigate the influence of technology-induced role ambiguity on constructive and destructive process deviance. Data were collected via an online survey of 123 frontline service employees in restaurants that have online reservation systems in use. Findings The results confirm that employee resistance to change fosters role ambiguity, while self-efficacy reduces the latter. Technology-induced role ambiguity leads to both constructive and destructive process deviance. Originality/value By revealing the above relationships, this study contributes to research in services marketing by examining two types of employees’ deviance from customer-facing processes.

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Section: Methodsmentioning

confidence: 99%

Section: Main Effect Hypothesesmentioning

confidence: 99%

Section: Appendix Measures and Itemsmentioning

confidence: 99%

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Frontline backlash: service employees’ deviance from digital processes

Christ-Brendemühl

Schaarschmidt

2019

JSM

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“…However, extant empirical research on deviant behavior has traditionally focused on its destructive nature while largely ignoring constructive deviance (Hammes and Walsh, 2017; Kura et al , 2016). But, violation of organizational norms is specific to the behavior of an employee; thus, an employee who tends to violate rules can indulge in both constructive and destructive means.…”

Section: Introductionmentioning

confidence: 99%

Exploring the impact of perceived AMO framework on constructive and destructive deviance

Malik

Lenka

2019

IJM

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Purpose The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement. Design/methodology/approach Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses. Findings Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation. Research limitations/implications This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices. Originality/value This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

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Service Employees' Job Demands and Two Types of Deviance: The Moderating Role of Organizational Resources

Cited by 2 publications

References 57 publications

Frontline backlash: service employees’ deviance from digital processes

Frontline backlash: service employees’ deviance from digital processes

Exploring the impact of perceived AMO framework on constructive and destructive deviance

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