The Role of Emotions on Frontline Employee Turnover Intentions

Cho, Yoon‐Na; Rutherford, Brian N.; Friend, Scott B.; Hamwi, G. Alexander; Park, Jungkun

doi:10.1080/10696679.2016.1235960

Cited by 39 publications

(50 citation statements)

References 42 publications

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“…Frontline employees (FLEs) often quit jobs (Cho et al, 2017). This is one reason that organizations incur both direct as well as indirect costs of replacing the staff.…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, high turnover rates adversely affect corporate reputation (Ciftcioglu, 2010;Yousaf, Sanders, and Abbas, 2015). Employee turnover is an important concern among managers and has received influential academic interest (Cho et al, 2017;Kashif et al, 2017). These researchers link turnover as an outcome of destructive attitudes at work.…”

Section: Introductionmentioning

confidence: 99%

“…Despite these issues, employees must display positive behaviors during social interactions at work. For instance, the FLEs are expected to be vocal during service work (Cho et al, 2017). Employee voicing is important and possible when they are comfortable and actively participate in work-related activities.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Kashif¹,

Petrovskaya²,

Samad³

et al. 2021

CEMJ

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Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions. Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0. Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence. Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.

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“…Frontline employees (FLEs) often quit jobs (Cho et al, 2017). This is one reason that organizations incur both direct as well as indirect costs of replacing the staff.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Kashif¹,

Petrovskaya²,

Samad³

et al. 2021

CEMJ

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“…Although it is well known that the quality of customer–employee interaction is crucial for organisations and the importance of customer service has been studied for many years now, the literature is scarce on the consequences of poor (or good) service on employees [17,18]. Poor customer–employee interaction can lead to employee stress and is a potential health risk [19], which can cost up to $ 300 billion in losses cumulatively to organisations the world over American Institute of Stress (2014). Employees who are regularly tasked to maintain positive interactions with customers have also been reported to show excessive emotional burden, exhaustion and absenteeism [20,21].…”

Section: Introductionmentioning

confidence: 99%

Providing Excellent Customer Service Is Therapeutic: Insights from an Implicit Association Neuromarketing Study

Calvert

Pathak

Ching

et al. 2019

Behavioral Sciences

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This paper reports the results of a combined biometric and implicit affective priming study of the emotional consequences of being the provider or receiver of either positive or negative customer service experiences. The study was conducted in two stages. Study 1 captured the moment-by-moment implicit emotional and physiological responses associated with receiving and providing good customer service. Study 2 employed an affective priming task to evaluate the implicit associations with good and poor customer service in a large sample of 1200 respondents across three Western countries. Our results show that both giving and receiving good customer service was perceived as pleasurable (Study 1) and at the same time, was implicitly associated with positive feelings (Study 2). The authors discuss the implications of the research for service providers in terms of the impact of these interactions on employee wellbeing, staff retention rates and customer satisfaction.

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“…In recent years, human resource practitioners and scholars have identified the need to retain employees as the cost of turnover is very high (Chang, Wang, & Huang, 2013;Smith & Macko, 2014;Cho, Rutherford, Friend, Hamwi, & Park, 2017). The tangible cost is the cost of hiring and training new employees while the intangible costs include the loss of a bank of knowledge as the employee's knowledge and skillset will leave with him or her (Hom & Griffeth, 1995).…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Servant Leadership, Organizational Citizenship Behaviour, and Dysfunctional Turnover

Wong¹,

Ramalu²,

Chuah³

2019

IBR

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The purpose of this conceptual paper is to provide a framework to enhance the understanding of factors that influence the turnover rate among high performers in an organization. The focus of this proposed conceptual framework is the study of the relationship between leadership style, organizational citizenship behaviour, and dysfunctional turnover. Based on literature reviews, evidences reveal a negative relationship between servant leadership and dysfunctional turnover which is mediated by the variable of organizational citizenship behaviour. From a practical standpoint, this paper provides additional knowledge in the area of dysfunctional turnover which can assist the relevant stakeholders in an organization to reduce brain drain and enable HR practitioners to have a better understanding on how to reduce turnover rate among high performers; whilst at the same time, contributing to the existing number of valuable researches that provide the much-needed knowledge in understanding the turnover phenomenon. Hence, there is a need to conduct an empirical based study to validate the proposed conceptual framework and to ascertain the relationship among the various variables in this framework.

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The Role of Emotions on Frontline Employee Turnover Intentions

Cited by 39 publications

References 42 publications

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Providing Excellent Customer Service Is Therapeutic: Insights from an Implicit Association Neuromarketing Study

The Relationship between Servant Leadership, Organizational Citizenship Behaviour, and Dysfunctional Turnover

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