Purpose -This study takes an interdisciplinary research orientation in an attempt to comprehensively investigate the effects of police stress internal to the organization (i.e. role ambiguity, role conflict, supervisor support, group cohesiveness, and promotion opportunities) on organizational commitment, after controlling for the effects of job satisfaction. Existing empirical models have mainly been limited to analyses of the effects of role conflict and role ambiguity on job strain and rely on samples of salespeople, customer satisfaction employees, and retail managers working at private organizations to the neglect of not-for-profit organizations. Design/methodology/approach -Therefore, the underlying research hypotheses were tested using responses to 150 surveys from police officers of six law enforcement agencies. Findings -Results indicate that in addition to job satisfaction, supervisor's support, group cohesiveness, and promotion opportunities are the best predictors of organizational commitment of law enforcement officers. The results also indicate a significant relationship between organizational commitment and intention to leave. Research limitations/implications -Study findings are based on responses of officers from six police agencies in Florida. Results may not be representative of all US police. Practical implications -Research findings may help senior police officers in charge of managing the police force design strategies that both enhance police officers', organizational commitment and diminish turnover intentions. Originality/value -This study empirically tested a model that examines the effects of stressors on commitment and turnover intentions in police settings.

The current research takes an interdisciplinary approach to examine the role of emotions in the successful delivery of social services. Survey data collected from 533 frontline social service providers were subjected to regression analyses. Findings reveal that emotional intelligence mediates the relationship between emotional labor and job stress, which inturn impacts job performance. The findings suggest that an internal marketing orientation is needed to better match the organization's products (i.e., jobs) with its internal customers (employees), and in-turn improve the quality (job performance) of its offerings to its external customers.

Purpose The purpose of this study (mixed-method) was to examine the effectiveness of two types of marketing interventions on water conservation behavior and to compare behaviors to self-reported conservation claims. Design/methodology/approach This paper consists of four phases (advertisement selection focus group, behavioral trace field study, self-report survey and follow-up focus group). In the USA, residing in a dormitory typically includes a fee for water without quantity restrictions. The subjects for this research were college students who lived in dormitories at a medium-sized university in southeastern USA where metering individual water consumption is not possible. Findings The results of the field study phase of student water conservation behaviors were not congruent with the participants’ self-reported behaviors. Phase 2 yielded results contrary to published laboratory experimental research in which cause-related claims were effective. Research limitations/implications This research was limited by a single sample (one university), time (13 weeks) and the inability to measure individual consumption behavior. However, valuable findings were obtained, and suggestions surfaced for future research. Practical implications Using eco-feedback technology and advertisements may result in significant cost savings. While findings were somewhat inconclusive, there was evidence that the use of the eco-feedback technology could result in cost savings for the subject university. Originality/value The behavioral trace study is one of the first field research studies in the marketing discipline designed to examine resource conservation behavior in an impactful way. Further, this research used a single sample triangulated methodology across Phases 2, 3 and 4.

The current study empirically examines job performance by considering perceived customer demands as a new antecedent of job stress (JS) and the mediating role of emotion-focused coping (EFC) on the relationship of JS and physical consequences (PC), and in-turn job performance. A mailed survey that solicited 2500 social service providers working in the United States rendered a useable random sample of 533. Regression analyses supported the hypothesized relationships. Findings suggest that emotions play an important role in the quality of the social service encounter evidenced by the mediating role of EFC in the relationship between JS and job performance. The introduction of an intervening variable (i.e., EFC) in the JS-job performance relationship extends affective event theory (AET). The findings offer management new insights into the service encounter by identifying a source of JS that creates barriers to value added benefit creation.