How and when organizational justice impact extra-role customer service: A social exchange perspective of thriving at work

Farid, Hasan; Niu, Xiamu; Raza, Jamshed; Gul, Habib; Hanif, Nadia

doi:10.1007/s12144-021-02244-y

Cited by 22 publications

(9 citation statements)

References 107 publications

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“…Specifically, thriving service employees can develop more knowledge that they can use while dealing with customers and performing in-role tasks. In addition, employees with vitality may feel more alive and experience greater energy, thereby increasing their willingness to perform extra-role behaviors during the service process (Farid et al, 2021). Indeed, the feeling of vitality associated with thriving can ignite positive emotions that can sustain effective performance (Fredrickson, 2001).…”

Section: The Mediating Role Of Thriving At Workmentioning

confidence: 99%

The effect of illegitimate tasks on hospitality employees’ service performance: a conservation of resources perspective

Zhao

Jolly²,

Zhao³

2022

IJCHM

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Purpose This study aims to investigate the influence of illegitimate tasks on frontline hospitality employees’ in-role and extra-role performance via the mediating role of thriving at work and the moderating role of work centrality. Design/methodology/approach Survey data were collected from 264 supervisor–subordinate pairs from three hotels in Jiangsu, China and analyzed using structural equation modeling. Findings Illegitimate tasks negatively affected hospitality employees’ in-role and extra-role performance by inhibiting thriving at work. In addition, work centrality strengthened the impact of illegitimate tasks on thriving at work and their indirect effect on in-role and extra-role performance via reduced thriving at work. Practical implications First, managers should avoid assignment of unnecessary tasks. However, many tasks that could be viewed as illegitimate must still be performed; the results demonstrate that managers must be mindful of how such tasks are assigned and to whom, and should take steps to minimize and/or manage potential negative reactions to illegitimate tasks. Originality/value This study enriches the illegitimate tasks literature by examining its influence on the frontline hospitality employees’ in-role and extra-role performance and highlights a novel mediating mechanism linking illegitimate tasks and employee performance using conservation of resource theory. In addition, this reveals the novel moderating effect of work centrality.

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Section: The Mediating Role Of Thriving At Workmentioning

confidence: 99%

The effect of illegitimate tasks on hospitality employees’ service performance: a conservation of resources perspective

Zhao

Jolly²,

Zhao³

2022

IJCHM

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“…The present study addresses these significant gaps by interpreting how OJ boosts the PCSP of employees with direct customer contact in the hospitality industries. The results enrich the OJ and extra-role service behavior literature (Farid et al , 2021; Sajjad et al , 2019; Tremblay et al , 2018) by clarifying the factors surrounding PCSP and focusing on the traditional types of OJ (DJ and PJ). Drawing upon SET, the findings provide evidence of two important motivational factors: addressing individuals’ feelings of fairness in the distribution and allocation of organizational resources (DJ) and procedures to develop and implement these resources (PJ).…”

Section: Discussionmentioning

confidence: 60%

How organizational justice in the hospitality industry influences proactive customer service performance through general self-efficacy

Abuelhassan

AlGassim

2022

IJCHM

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Purpose Based on social exchange theory (SET) and conservation of resources (COR) theory, this study aims to examine the unique combined impact of procedural justice (PJ) and distributive justice (DJ) on proactive customer service performance (PCSP) and general self-efficacy (GSE) in the hospitality industry. It also estimates these variables’ joint effect on PCSP controlling GSE. Design/methodology/approach The study’s results were derived from a sample of 380 frontline supervisor–subordinate dyads, placed in 18 five-star hotels, through three-wave data collection. The hypotheses and construct validity were generated through structural equation modeling. Findings The combined impact of DJ and PJ on GSE and PCSP was significantly positive, and GSE mediated the relationships between DJ and PCSP as well as PJ and PCSP. Practical implications To improve service employees’ GSE and PCSP, hospitality management should guide and encourage managers to highlight and maintain organizational justice (OJ) in all their strategies and operations. DJ and PJ are advised to appreciate service employees’ GSE and extra-role behaviors (e.g. PCSP) through providing organizational resources. Originality/value This paper offers unique practical and theoretical contributions to the hospitality industry and associated literature by implementing SET and COR theory with OJ, GSE and PCSP constructs.

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“…However, organizational justice affects employees’ perceptions of reciprocity ( Farid et al, 2023 ), that is, the impact of inclusive leadership on employee voice will be influenced by the extent of organizational justice. According to the classification standard of Cropanzano et al (2007) , we considered three dimensions of organizational justice (i.e., distributive justice, procedural justice, and interactional justice).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…If employees perceive low organizational justice, they will respond with negative strategies even if inclusive leaders strive to create a fair work environment for them. Social exchange theory provides a powerful explanation for research in the field of organizational justice, pointing out that when organizations give employees higher perceptions of justice, employees will return to the organization for the principle of reciprocity ( Farid et al, 2023 ). Following this logic, organizational justice affects the relationship between inclusive leadership and employee voice, but the research in this area has been overlooked, creating a significant research gap.…”

Section: Introductionmentioning

confidence: 99%

Does justice matter in voice? Inclusive leadership and employee voice: the moderating role of organizational justice perception

Qi,

Xu,

Liu

2023

Front. Psychol.

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IntroductionAs a distinctive form of relational leadership, the impact of inclusive leadership on employee work behavior has been widely considered by scholars. The purpose of this study was to examine the positive effects of inclusive leadership on employee voice (promotive voice and prohibitive voice), and the moderating role of organizational justice perception (distributive justice, procedural justice, and interactional justice) on such positive effects.MethodsBased on social exchange theory, this study used a multi-wave and multi-source survey to obtain data from 258 subordinates and 52 team leaders from construction companies located in China.ResultsThe results showed that inclusive leadership was positively related to promotive voice and prohibitive voice. Distributive justice and interactional justice would strengthen the positive relationship between inclusive leadership and promotive voice. Distributive justice, procedural justice, and interactional justice would strengthen the positive relationship between inclusive leadership and prohibitive voice.DiscussionFirst, this study examined the impact of inclusive leadership on employee voice, emphasized the importance of inclusive leadership as the core of relational leadership, and provided guidance for improving employee promotive and prohibitive voice. Second, this study conceptualized organizational justice perception as distributive justice, procedural justice, and interactional justice, comprehensively considered the impact of the three dimensions of justice perception on the effectiveness of inclusive leadership, and provided specific reference for employee management practice from the perspective of justice.

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How and when organizational justice impact extra-role customer service: A social exchange perspective of thriving at work

Cited by 22 publications

References 107 publications

The effect of illegitimate tasks on hospitality employees’ service performance: a conservation of resources perspective

The effect of illegitimate tasks on hospitality employees’ service performance: a conservation of resources perspective

How organizational justice in the hospitality industry influences proactive customer service performance through general self-efficacy

Does justice matter in voice? Inclusive leadership and employee voice: the moderating role of organizational justice perception

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