To avoidance or approach: Unraveling hospitality employees’ job crafting behavior response to daily customer mistreatment

Lu, Wenzhu; Liu, Shanshi; Wu, Haibo; Wu, Kunjin; Pei, Jialiang

doi:10.1016/j.jhtm.2022.09.007

Cited by 6 publications

(2 citation statements)

References 59 publications

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“…Third, while the study design in Step 2 allowed for the investigation of medium-term processes of job crafting, literature shows that job crafting behaviors fluctuate over days, with effects on ensuing outcomes (cf. Bakker & Oerlemans, 2019;Lu et al, 2022;Petrou et al, 2012;van Hooff & van Hooft, 2022). It is likely that, just like behaviors, also cognitive components of job crafting fluctuate daily.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Rethinking work: How approach and avoidance features of cognitive crafting are linked with job crafting behaviors and work engagement

Costantini

2022

Journal of Management & Organization

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Responding to the call for more research on cognitive crafting, this study focuses on employees' reframing of their job characteristics to assign higher importance to job resources and downplay the relevance of costly job demands. Furthermore, it examines how these proactive cognitive strategies are embedded in an overall job crafting process, including both cognitive and behavioral aspects, and linked with work engagement. Preliminary results (n = 247) support the conceptualization of cognitive crafting encompassing approach and avoidance aspects targeting resources and demands, respectively. Moreover, three-wave data (n = 84) show that employees' cognitive efforts to highlight the centrality of job resources influence work engagement over time. Importantly, proactively organizing work leads to higher work engagement by prompting cognitive reframing of the relevance of job resources as central to one's work. Differently, cognitive efforts to downplay the relevance of hindering job demands are unrelated to following proactive behaviors and work engagement.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Rethinking work: How approach and avoidance features of cognitive crafting are linked with job crafting behaviors and work engagement

Costantini

2022

Journal of Management & Organization

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“…Customer mistreatment is a reflection of poor customer behaviors [1], which include speaking loudly, verbal abuse, making unfair demands, skipping a queue, and other disrespectful behaviors [2]. Employees who experience customer mistreatment may experience emotional distress [3], emotional exhaustion [4], poor physical health [5], poor job performance [6], and absenteeism [7]. Since employee turnover has received increased attention in the hotel industry [8], we propose that if employees are frequently mistreated by customers, turnover intention and work withdrawal may eventually increase [9].…”

Section: Introductionmentioning

confidence: 99%

Navigating Unpleasant Interactions: The Influence of Customer Mistreatment on Hospitality Employee Responses Employing Mindfulness as a Moderator

Yin,

Ni,

Fan

et al. 2023

Sustainability

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Customer mistreatment may be an unavoidable issue for the hospitality industry. Based on the Pressure–State–Response (PSR) framework, this study investigates the process of employees’ pressure, state, and responses to customer mistreatment with the moderation of mindfulness. By using structure modeling equation techniques, we find that employees with high levels of mindfulness can mitigate the impact of customer mistreatment on emotional exhaustion; however, this study unexpectedly found that mindfulness can enhance the impact of emotional exhaustion on turnover intention. This study concludes that instead of conflicting with customers, resulting in their emotional exhaustion, these employees with mindfulness may deal with customer emotions, avoiding the immediate negative impact of customer mistreatment, which is beneficial for hospitality enterprises, particularly given the present state of competition in the industry. Even so, we find that these employees with high-level mindfulness may recognize reality rather than become confused in such circumstances and may choose to leave to find a new job. As such, there is still room for future research into ways to cope with customer mistreatment without increasing the turnover intention of such employees.

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Losing the meaning of being a socially responsible service worker: Moderating effects of customer and coworker incivility

Choi

Kim

et al. 2023

Journal of Hospitality and Tourism Management

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To avoidance or approach: Unraveling hospitality employees’ job crafting behavior response to daily customer mistreatment

Cited by 6 publications

References 59 publications

Rethinking work: How approach and avoidance features of cognitive crafting are linked with job crafting behaviors and work engagement

Rethinking work: How approach and avoidance features of cognitive crafting are linked with job crafting behaviors and work engagement

Navigating Unpleasant Interactions: The Influence of Customer Mistreatment on Hospitality Employee Responses Employing Mindfulness as a Moderator

Losing the meaning of being a socially responsible service worker: Moderating effects of customer and coworker incivility

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