Engaging in emotional labour when facing customer mistreatment in hospitality

Simillidou, Aspasia; Christofi, Michael; Glyptis, Loukas; Παπαθεοδώρου, Ανδρέας; Vrontis, Demetris

doi:10.1016/j.jhtm.2020.10.001

Cited by 31 publications

(24 citation statements)

References 108 publications

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“…In addition, senior bank employees also reported a higher level of emotional labour than those with intermediate job positions. These findings are in line with the study of Similliduu et al. (2020) that examine the effect of emotional labour in customer mistreatment in the hostel industry.…”

Section: Discussionsupporting

confidence: 89%

Psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan, South-West, Nigeria

Nkemakolam

Igbolekwu

Nwogu

et al. 2021

Heliyon

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Mergers and acquisitions (M&As) are common among financial institutions. This process often exerts immense pressure on employees of these institutions. Hence, this study touches on the significant but neglected human angle aspect of M&A. Therefore, the study examined psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan. The study design is cross-sectional, which involves using a quantitative data collection method to elicit responses from the participants. Furthermore, the convenience sampling method was used and selected four hundred, and twenty-two employees acquired or merged during the consolidation and post-consolidation eras in South-Western Nigeria. A structured questionnaire that measured job satisfaction, acculturation, attitude to M&A and emotional labour was used to collect data from the respondents. Data analysis was done using SPSS software window 10.0. The mean age of respondents was 32 years, with a standard deviation of 7.31. The results showed that attitude towards M&A (β = 0.39; p < .05) and acculturation (β = 0.36; p < .05) were significant independent predictors of emotional labour. Furthermore, attitude towards M&A (β = 0.32; P < .05) and acculturation (β = 0.28; p < .05) were also significant independent predictors of emotional labour per se, personal efficacy, and for false face, respectively. Therefore, it was concluded that employees' emotions and job satisfaction should be factored into the management's strategic plan during M&A because the success or failure of this undertaking rests on them. Therefore, it was recommended that bank managers pay adequate attention to acculturation and the attitude of employees during a major organisational change to enhance emotional labour performance.

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Section: Discussionsupporting

confidence: 89%

Psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan, South-West, Nigeria

Nkemakolam

Igbolekwu

Nwogu

et al. 2021

Heliyon

View full text Add to dashboard Cite

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“…To adhere to these new requirements and guidelines, employees engage in emotional labor, which is defined as “the management of feelings to create a publicly observable facial and bodily display; emotional labor is sold for a wage and therefore has exchange value” (Hochschild, 1983, p. 7). The main premise of emotional labor is that employees observe and regulate their expressions and moods when interacting with consumers during work (Chu et al , 2012; Simillidou et al , 2020). Most emotional labor conceptualization has mainly focused on two strategies for regulating employee emotions as follows: surface acting and deep acting (Chu et al , 2012; Diefendorff et al , 2005; Simillidou et al , 2020).…”

Section: Literature Review and Conceptual Frameworkmentioning

confidence: 99%

Consumer approach intentions amid COVID-19: the role of safety compliance and perceived risk

Maher

Elsharnouby

Aljafari

2021

IJCHM

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Purpose This study aims to investigate how employee and other-consumer safety compliance amid the COVID-19 outbreak influences a focal consumer’s intention to approach a service establishment. The study also examines the three-way interaction effect of employee compliance, other-consumer compliance and perceived threat associated with COVID-19 on approach intentions. Design/methodology/approach This study uses an experimental approach with a 2 (employee safety compliance: low vs high) × 2 (other-consumer safety compliance: low vs high) × 2 (consumer perceived threat from COVID-19: low vs high) between-subjects design. Students were trained to recruit a convenience sample of 827 consumers in Qatar and data were analyzed using ordinary least squares (OLS) regression. Findings Employee safety compliance has a positive impact on the consumer’s approach intentions. Employee safety compliance has a bigger impact on approach intentions if other consumers in the service environment are also compliant with safety measures and even a greater effect when the perceived threat from COVID-19 is high. The effect of the interaction between employee and other-consumer safety compliance is significantly different under two levels of perceived threat. Practical implications To enhance approach intentions, managers should start by establishing and maintaining safety compliance among employees and then achieving compliance among consumers. Achieving compliance among employees and consumers has a positive impact on approach intentions despite the focal consumer’s perceived risk associated with COVID-19. Originality/value This is the first study to investigate how the safety compliance of employees and other consumers jointly affects consumers’ approach intentions during a global pandemic, and it is among very few attempts to manipulate dimensions of the social servicescape.

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“…In other words, the motivation of service employees’ sabotage is related to customer misbehavior and employee stress, so employees resort to sabotage to relieve this stress and restore exhausted emotions [ 47 ]. Service employees who feel burnt out by facing aggressive customer situations engage in surface acting [ 73 ]. In addition, if service employees continuously encounter frustrating situations, they intentionally participate in anti-social behaviors, such as sabotage [ 74 ].…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Measurement Itemsmentioning

confidence: 99%

“…Consequently, nine items for dysfunctional customer behavior and four items for service sabotage were measured on a five-point-Likert-scale, where 1 indicates "rarely" and 5 "all the time" to represent the degree of employees' experience. Emotional exhaustion was measured using five items adopted from Maslach and Jackson [73] and social support was measured using three items drawn from Gong et al [90]. The above items for emotional exhaustion and social support were measured on a five-point Likert-scale, ranging from "strongly disagree" (1) to "strongly agree" (5).…”

Section: Measurement Itemsmentioning

confidence: 99%

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Dysfunctional Customer Behavior, Employee Service Sabotage, and Sustainability: Can Social Support Make a Difference?

Hwang

Yoo

Kim

2021

IJERPH

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In a restaurant industry, dysfunctional customer behavior damages customer-contact service employees’ mental health which may lead to employee defection. This study examined the effects of dysfunctional customer behavior on service employees’ service sabotage which is a mechanisms for protecting themselves from outside pressures. Additionally, it determined if emotional exhaustion plays a mediating role in the relationship between dysfunctional customer behavior and employees’ service sabotage and verified the moderating role of social support. The proposed model was tested empirically using the data from 329 restaurant customer-contact service employees in South Korea. The results indicated that dysfunctional customer behavior increased the incidence of employees’ service sabotage. Moreover, emotional exhaustion was a significant mediator in the link from dysfunctional customer behavior to employees’ service sabotage. In addition, social support moderated the effects of dysfunctional customer behavior on service sabotage. This study provides insights into the effects of dysfunctional customer behavior and methods of supporting employees socially.

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Engaging in emotional labour when facing customer mistreatment in hospitality

Cited by 31 publications

References 108 publications

Psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan, South-West, Nigeria

Psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan, South-West, Nigeria

Consumer approach intentions amid COVID-19: the role of safety compliance and perceived risk

Dysfunctional Customer Behavior, Employee Service Sabotage, and Sustainability: Can Social Support Make a Difference?

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