Customers as contributors and reliable evaluators of creativity in the service industry

Using hair stylists, we examined the nature of creativity in a service setting and the impact of customers as part of the social context for employee creativity. We also assessed whether customers could serve as reliable evaluators of creativity. To do so, we collected data from multiple sources: service providers, supervisors, and customers. Results demonstrated that customer input and customer affective‐based trust made significant, positive, and independent contributions to service‐related creativity. Moreover, customers in the service industry proved to be reliable raters of employee creativity, compatible with supervisors. Finally, input and trust were associated differently with service‐related and organization‐related creativity. Copyright © 2008 John Wiley & Sons, Ltd.     

Externalization of employment in a service environment: the role of organizational and customer identification

This study investigates the impact of employment externalization (in the form of limited‐term vs. permanent employment status) on customer‐oriented service behavior, and how identification processes may help to resolve the ‘paradox of externalization’ (i.e., organizations relying more on potentially disenfranchised employees to maintain strong connections with their customers). Survey data were obtained from 369 sales, service, and technical support personnel from the Canadian subsidiary of a large international service organization in the high technology sector. Organizational and customer identification fully mediate the relationship between employment status and customer‐oriented service behavior. Additionally, the perceived external image of the organization and the visibility of one's affiliation with the organization moderate the relationships between employment status and organizational and customer identification. Copyright © 2007 John Wiley & Sons, Ltd.     

Customer‐related social stressors and service providers' affective reactions

Previous research has shown that customer‐related social stressors (CSS) have negative effects on service providers' long‐term well‐being. Little is known, however, about short‐term and mid‐term affective stress reactions and reciprocal effects between service providers' affect and CSS. The aim of this study was to expand extant research (i) by analyzing service providers' short‐term (across a day) and mid‐term (across 2 weeks) affective reactions to perceived CSS; (ii) by analyzing intraindividual as well as interindividual effects; and (iii) by investigating reciprocal effects of affective reactions and CSS that may eventually lead to psychosocial cycles. Our study employed a diary design with three measurement occasions per day over five consecutive days and a two‐week panel design using a sample of employees from public service organizations (N = 106). Results showed that CSS elicit changes in service providers' short‐term and mid‐term negative affects. We also found support for reversed effects of service providers' affective reactions on experienced CSS indicating psychosocial cycles between customers and service providers. To prevent escalation, we discuss potential resources. Copyright © 2012 John Wiley & Sons, Ltd.     

Perceived social impact,social worth,and job performance: Mediation by motivation

This study was designed to test the relationship between perceived social impact, social worth, supervisor‐rated job performance (1 month later), and mediating effects by commitment to customers and work engagement. The hypotheses were tested with structural equation modeling analysis in a field study with 370 customer‐service employees from bank, retail, and sales positions. Results confirm that perceived social impact is associated with better job performance and that this relationship is mediated by work engagement. Furthermore, results support a second mediating mechanism in which perceived social impact and social worth are associated with engagement through affective commitment to customers. Finally, it was found that engaged employees are rated as better performers by supervisors 1 month later. This study supports the motivational approach to performance and highlights the role that interactions with customers may play in motivating service employees. Practical implications are discussed by highlighting the need to consider the social dynamics in service contexts. Copyright © 2015 John Wiley & Sons, Ltd.     

Does employee safety influence customer satisfaction? Evidence from the electric utility industry

ProblemResearch on workplace safety has not examined implications for business performance outcomes such as customer satisfaction.MethodIn a U.S. electric utility company, we surveyed 821 employees in 20 work groups, and also had access to archival safety data and the results of a customer satisfaction survey (n = 341).ResultsIn geographically-based work units where there were more employee injuries (based on archival records), customers were less satisfied with the service they received. Safety climate, mediated by safety citizenship behaviors (SCBs), added to the predictive power of the group-level model, but these two constructs exerted their influence independently from actual injuries. In combination, two safety-related predictor paths (injuries and climate/SCB) explained 53% of the variance in customer satisfaction.DiscussionResults offer preliminary evidence that workplace safety influences customer satisfaction, suggesting that there are likely spillover effects between the safety environment and the service environment. Additional research will be needed to assess the specific mechanisms that convert employee injuries into palpable results for customers.Impact on IndustryBetter safety climate and reductions in employee injuries have the potential to offer payoffs in terms of what customers experience.     

“Killing them with kindness”? A study of service employees' responses to uncivil customers

Experiencing uncivil customers is a frequent reality for many people working in the service industry. Past research has established that dealing with uncivil customers can be distressing for employees and can sometimes lead them to engage in reciprocal, discourteous behavior. The purpose of our research is to delve deeper into the experience of customer incivility from the perspective of service employees in order to better understand the various ways in which they respond to customer incivility. We conducted 64 interviews with service employees across an array of occupations and developed a typology of responses to customer incivility. These responses fell into four categories based on the extent to which service employees' actions were intended to promote social harmony (and therefore could broadly be considered civil or uncivil), as well as their perceived agency in the situation. We describe how each response was associated with different interpersonal and intrapersonal consequences and explain the implications of our typology for management theory and practice.     

Work status and organizational citizenship behavior: a field study of restaurant employees

This survey‐based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full‐time and part‐time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part‐time employees exhibited less helping organizational citizenship behavior than full‐time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part‐time workers than to full‐time. For voice, preferred work status was equally important to part‐time and full‐time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.     

Emotional labor threatens decent work: A proposal to eradicate emotional display rules

Emotional labor—the management of emotional displays as part of one's work role—has emerged as a growth area of study within organizational behavior and customer service research. In this article, we call attention to the human costs of “service with a smile” requirements with little benefits. We first review the evidence showing that requiring positive emotions from employees induces dissonance and depleted resources, which hinders task performance and threatens well‐being. We articulate how formalized emotion display requirements limit self‐determination by threatening the autonomy, competence, and belongingness needs of employees. Further, via an organizational justice lens, we argue that emotional labor is an unfair labor practice because employees in such circumstances are (1) undervalued by the organization (constituting distributive injustice); (2) disrespected by customers (constituting interactional injustice); and (3) self‐undermined by organizational policies (constituting procedural injustice). We then argue for bringing light to the dark side of emotional labor with a “modest proposal”: Organizations and customers should abandon formalized emotion display expectations and replace such efforts with more humanistic practices that support and value employees, engendering positive climates and an authentically positive workforce. Copyright © 2015 John Wiley & Sons, Ltd.     

The bright side of emotional labor

Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta‐analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well‐being, and deep acting is positively related with job satisfaction, organizational commitment, job performance, and customer satisfaction. Emerging research also suggests that a third form of emotional labor, natural and genuine emotional labor, is a frequently used emotional labor strategy that has positive effects for both employees and customers. We examine how identity processes shape how employees experience emotional labor, and we maintain that when employees identify with their roles, emotional labor augments and affirms their identity. Person‐job fit is an important moderator that influences whether emotional labor enhances or hinders employee well‐being. Emotional labor may also have positive outcomes when organizations grant more autonomy and adopt positive display rules that call for the expression of positive emotions. Recent research also indicates that emotional labor strategies may improve leadership effectiveness. Research opportunities on the bright side of emotional labor are abundant. Copyright © 2015 John Wiley & Sons, Ltd.     

Redesigning computer call center work: a longitudinal field experiment

Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment (N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness on employee job attitudes in a computer technology call center: Intervention 1 focused on aligning organizational structures; Intervention 2 focused on increasing employee involvement in work processes (high‐involvement); and Intervention 3 implemented autonomous work teams. We found that high‐involvement work processes produced the most potent effects on job satisfaction and organizational commitment attitudes, as well as on performance (i.e., improved customer satisfaction scores, increased closed problems, reduced problems escalated, and fewer repeat calls). Further, we found that group work preference moderated the results between the group‐oriented interventions and employees' job satisfaction. Under high involvement and in autonomous work teams, high preferences for group work resulted in greater job satisfaction than when employees had lower preferences for group work. However, preferences for group work were not associated with increased organizational commitment in either intervention. Copyright © 2004 John Wiley & Sons, Ltd.     

Effects of coworker information on perceptions and ratings of performance

This study examined the effects of performance information from the ratee's coworker both on rater's perceptions of the information and ratings of the ratee's performance. As part of a managerial role‐play exercise, subjects were required to rate an employee's performance. Audiotaped interactions of the ratee and customers were manipulated to reflect either good or poor performance. In addition, the ratee's coworker provided performance information which varied on (a) who was the initiator of the report and (b) the favorability of the information. Results revealed that while performance information from the ratee's coworker did not significantly affect ratings of performance when it was consistent with the rater's direct observations, ratings were affected when the information from a coworker was inconsistent with the rater's direct observations even though the information from a coworker was perceived as less accurate and of less use. Copyright © 1999 John Wiley & Sons, Ltd.     

Multiple perspectives of congruence: relationships between value congruence and employee attitudes

The relative importance of multiple types of value congruence—person–environment (P‐E), person–person (P‐P), and perceptual fit—across two hierarchical levels (workgroup and manager) and across multiple dimensions of values was investigated in a sample of 951 employees from 113 bank branches. As expected, different types of value congruence and different value dimensions were differentially important for outcomes. Both P‐E fit (between an individual's personal values and the cultural values of the organization) and perceptual fit (between an individual's perception of the organization's values and the organization's values as perceived by others) were found to be related to satisfaction, commitment, and turnover intentions, while P‐P fit (between an individual's personal values and the personal values of others) was not. Further, P‐E congruence results were generally stronger for fit with the workgroup than fit with the manager and results were stronger for the rational goal dimension which focused on external customer service. In contrast, results for perceptual fit revealed that fit was generally more important for fit with the manager than fit with the workgroup and was generally more important for the open system dimension which focused on flexibility and innovation. Copyright © 2005 John Wiley & Sons, Ltd.     

When do emotionally exhausted employees speak up? Exploring the potential curvilinear relationship between emotional exhaustion and voice

Two studies were conducted to address the potential nonlinear relationship between emotional exhaustion and voice. Study 1 developed and tested a model rooted in conservation of resources theory in which responses to emotional exhaustion are determined by individual‐level and group‐level conditions that influence the perceived safety and efficacy of voice and drive prohibitive voice behaviors by giving rise to either resource‐conservation‐based or resource‐acquisition‐based motivation. Specifically, there was a curvilinear (U‐shaped) relationship between emotional exhaustion and prohibitive voice under conditions of (i) high job security and (ii) high interactional justice climate, but a linearly negative relationship when these resources were low. Study 2 replicated and extended these findings to include an empirical examination of these effects on promotive versus prohibitive voice. Results confirmed the findings of Study 1, provided evidence of differences in the nomological networks of promotive and prohibitive voice, and indicated that prohibitive voice is more salient to the experience of high emotional strain. Implications of the findings and areas for future research are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Teams as boundaries: How intra‐team and inter‐team brokerage influence network changes in knowledge‐seeking networks

What role does an ego's brokerage location—within a team (intra‐team) or outside the team (inter‐team)—play in the evolution of an instrumental knowledge‐seeking network in terms of both proximal (i.e., within the team) and distal (i.e., outside the team) tie formation and tie decay? We address this question by drawing on literature about social networks, brokerage, and teams. We use temporally separated data from 302 students embedded in 97 teams to test our hypotheses about the impacts of intra‐team and inter‐team brokerage on proximal and distal network evolution, specifically on four network changes in knowledge‐seeking networks: proximal tie formation, proximal tie decay, distal tie formation, and distal tie decay. We find that these four changes depend on individual network brokerage location even after controlling for personality and task characteristics. Specifically, inter‐team brokers change their networks both within and outside their teams, whereas intra‐team brokers curtail their network changes. We argue that these opposite effects occur because inter‐team brokers have greater autonomy than intra‐team brokers. This study adds to the ongoing dialog about network evolution in social network literature and to the conversations about brokerage and its location in the context of team‐based work.     

Do not like it when you need it the most: Examining the effect of manager ego depletion on managerial voice endorsement

This paper advances the understanding of managerial voice endorsement based on a self‐regulation perspective. We suggest that although managers might potentially benefit more from employees' upward voice when they are more depleted, they are paradoxically less likely to diligently process or endorse such voice under ego depletion. We draw from ego depletion theory and argue that when managers are more depleted of their self‐control resources, they will spend less cognitive effort in processing voice. In turn, they tend to reject employee voice due to status quo bias and confirmation bias. We further suggest that the detrimental effect of ego depletion on voice endorsement is stronger when the voicing employee is perceived as having low expertise. We conducted an experience sampling study surveying 62 managers about voice events they encounter at work over 10 days (Study 1) and an experiment with 198 managers (Study 2). These two studies support our hypotheses. We discuss the theoretical and practical implications of our findings.     

Supervisors' emotional exhaustion and abusive supervision: The moderating roles of perceived subordinate performance and supervisor self‐monitoring

Drawing from conservation of resources theory, this study aims to create new knowledge on the antecedents of abusive supervision. Results across 2 independent field studies within a manufacturing context (Study 1) and a customer service context (Study 2) consistently demonstrated a 3‐way interaction pattern, such that supervisors' experiences of emotional exhaustion, perceived subordinate performance, and self‐monitoring were jointly associated with subordinates' abusive supervision perceptions. A supplementary scenario experiment further corroborated this pattern. Together, the present studies illustrate a contingency model of abusive supervision's origins, highlighting emotional exhaustion as an important risk factor that is particularly likely to trigger abusive behavior among supervisors with lower (rather than higher) self‐monitoring who are faced with a relatively underperforming subordinate. As such, this research advances the abusive supervision literature by offering new insights into the complex resource conservation processes that may give rise to subordinates' abuse perceptions.     

An empirical analysis of surface acting in intra‐organizational relationships

Prior research analyzing surface acting—employees' regulation of emotional expressions—has mostly focused on the interactions between front‐line employees and their customers in service industries and paid very little attention to intra‐organizational relationships. With an aim to shed light on this important yet relatively unexplored area, I developed a theoretical model analyzing the antecedents and outcomes of surface acting within organizations, by drawing on the sociometer theory and self‐presentation theory frameworks. To test the model, I conducted a cross‐level field study in a sample of 65 work groups and 478 employees in two organizations, located in a large city in Northern California. I have collected the data from two sources, including employees and their supervisors who rated their performance. Results indicated that employees were more likely to engage in surface acting when their affective traits and personal goals were less congruent with work environment. Surface acting was also positively related to perceived organizational politics and self‐monitoring. As for outcomes, surface acting was positively related to emotional exhaustion and negatively to performance. I discuss limitations, implications, and future research direction. Copyright © 2012 John Wiley & Sons, Ltd.     

An examination of service‐related antecedents to retail store performance

Using two waves of store financial data and survey data collected from 34,866 and 34,365 employees and 30,239 and 33,299 customers who shopped at 594 stores of a large U.S. retail company we tested path models relating importance of service to management, service climate variables, sales personnel service performance, and store financial performance. At the store‐level of analysis, the results indicated that (a) importance of service to management does relate positively to service climate variables (b) service climate variables are predictive of sales personnel service performance, and (c) sales personnel service performance in turn is predictive of store financial performance. Issues concerning the generalizability of the present findings as well as the implications of these results for effectively managing the internal and external task environments of retail service organizations are discussed. Copyright © 1999 John Wiley & Sons, Ltd.     

Participation in the design of performance management systems: a quasi‐experimental field study

In the literature on the relationship between participation in decision making and performance, a tell‐and‐sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell‐and‐sell strategy. Using a quasi‐experimental design with a participation, a tell‐and‐sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell‐and‐sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice. Copyright © 2004 John Wiley & Sons, Ltd.     

Racial differences in promotion candidate performance and reactions to selection procedures: a field study in a diverse top‐management context

The present study examined African‐American and White promotion candidates' reactions to and performance on selection procedures that were completed within a police department where African Americans occupied the majority of top‐management positions. Reactions (perceived job relatedness and test‐taking motivation) of 187 candidates competing for promotion to the rank of sergeant were assessed after completing a written job knowledge test and a situational interview. Analyses showed that both the African‐American and White candidates judged the situational interview to be more job‐related than the pencil‐and‐paper job knowledge test. In addition, African Americans perceived both selection measures to be more job‐related and reported higher levels of test‐taking motivation than White candidates even though African Americans performed more poorly than White candidates on the paper‐and‐pencil test. These results challenge the contention that lower test‐taking motivation for African‐American candidates is related to racial differences in performance on pencil‐ and‐paper tests. Implications and directions for future research on reactions to selection procedures for promotion in racially diverse employment settings are discussed. Copyright © 2007 John Wiley & Sons, Ltd.