Frontline Problem-Solving Effectiveness: A Dynamic Analysis of Verbal and Nonverbal Cues

Abstract

This study examines the impact of frontline employees' problem solving on customer satisfaction (CSAT) during ongoing interactions prompted by service failures and complaints. Using outsourced regulation theory, the authors predict negative moderating effects of frontline relational work and displayed affect on the dynamic influence of frontline solving work on CSAT. Frontline employees' verbal (nonverbal) cues provide the basis to identify solving and relational work (displayed affect). The authors test hypotheses with data from video recordings of real-life problem-solving interactions involving airline customers as well as a controlled experimental study. They find that frontline solving work has a positive effect on CSAT, and it increases in magnitude as the interaction unfolds. However, this positive effect becomes weaker for relatively higher levels of frontline relational work or displayed affect and, conversely, stronger for relatively lower levels over time. In summary, overdoing relational work and overdisplaying positive affect diminish the efficacy of problem-solving interactions, a finding that provides implications for theory and practice.

Disentangling the Differential Roles of Warmth and Competence Judgments in Customer-Service Provider Relationships

“…These studies argue that competence generally takes precedence over warmth in service settings because consumers pursue task-related goals in their relationships with service providers (Kirmani et al 2017). As the literature assumes competence to be more diagnostic for assessing task performance (Marinova, Singh, and Singh 2018) and the quality of offerings (Aaker, Garbinsky, and Vohs 2012), achieving task-related goals seems to particularly depend on a firm's level of competence. A few studies report results that question the assumption that competence is more important than warmth.…”

“…A striking finding is that the dominance of warmth for relational outcomes is more robust than the dominance of competence for transactional outcomes. Furthermore, we offer first evidence on the relevance of both dimensions beyond people care service industries (e.g., Marinova, Singh, and Singh 2018) and on individual differences related to customers' service goals. In sum, this research develops a guiding theoretical framework that offers service managers help in identifying types of service contexts (people vs. object care) and customer groups with different service consumption goals (process and outcome orientation) for which investing in warmth or competence is particularly promising.…”

A theory of multiformat communication: mechanisms, dynamics, and strategies

“…Visual cues complement spoken language by “repeating, substituting, complementing, accenting, regulating, and relating it better than mere words alone” (Bonoma and Felder 1977 , p. 170), so they should help customers and employees reach mutual understanding. Even if visual cues contradict verbal cues, they provide additional information, such as about a person’s affect; recipients tend to perceive visual cues as more authentic than consciously managed verbal cues (Marinova et al 2018 ). Eye contact, smiling, gestures, and body orientation can enhance rapport by signaling positivity, warmth, and friendliness, even in awkward interactions (Gremler and Gwinner 2000 ).…”

“…Approximately 38% of the emotional content in an exchange gets communicated through verbal cues (Barker and Gaut 2002 ). In face-to-face interactions (i.e., when coupled with proximal and visual cues), verbal cues can indicate competence (e.g., knowledge, skills) and problem-solving orientation (e.g., engaged, proactive), as well as compassion (e.g., empathy, caring) and agreeableness (e.g., courtesy, respect), which support emotional bonding and connections (Marinova et al 2018 ). Verbal cues also can enhance perceptions of an employee’s personality, emotional state, credibility, and sincerity; they carry much of a message’s cognitive component (de Ruyter and Wetzels 2000 ).…”

“…Real verbal cues provide an emotional tone for the message (e.g., inflection, pitch); simulated verbal cues cannot, because they are manufactured. Real visual cues provide authentic, social information and are not as carefully managed as verbal cues (Marinova et al 2018 ), especially when their changes are observable (i.e., dynamic); simulated visual cues instead are carefully selected and managed (e.g., avatar hair color, facial expressions, voice). Interactions across formats with simulated cues, however, provide novel, immersive experiences.…”