Investigating employees’ emotional and cognitive reactions to customer mistreatment: an experimental study

The Impact of Customer Mistreatment on Employee Displaced Aggression: The Moderating Effect of Interpersonal Sensitivity and Moral Identity

“…As such, cultural contexts may affect employees’ reactions to customer mistreatment. Whereas, due to limited resources, the samples of this study were all from China as well as focused on displaced aggression within the Chinese context, future study should consider possible differences related to cultural aspects because employees from different countries may react differently to customer mistreatment (e.g., Shao and Skarlicki, 2014 ; Sommovigo et al, 2020 ).…”

“…Based on the conservation of resources (CORs) theory, as a stressor in employees’ working environment, customer mistreatment often consumes a large amount of psychological resources of employees, causing psychological pressure, negative emotions, and emotional exhaustion, impairing employee well-being ( Sommovigo et al, 2019b ), as well as affecting their physical and mental health ( Almeida, 2005 ; Grandey et al, 2007 ). These negative effects may further lead to higher generalized customer-directed incivility intentions ( Sommovigo et al, 2020 ), lower service recovery performance ( Sommovigo et al, 2019a ), and unethical behaviors of employees, such as service sabotage and displaced aggressive behaviors ( Wang et al, 2011 ; Koopmann et al, 2015 ; Liu et al, 2015 ), which will have adverse effects on service relationship and enterprises operation.…”

Self-Regulation Failure? The Influence Mechanism of Leader Reward Omission on Employee Deviant Behavior

“…Following a self-regulation failure argument, a series of self-regulation activities would consume a large quantity of self-regulation resources (e.g., vigor and attention), which are also required for moral cognition and considering the risks of retaliation (Bandura et al, 1996;Baumeister and Heatherton, 1996). This means that employes are unable to restrain their desires for deviance due to the exhaustion of their self-regulating resources, and are thus more likely to implement deviant behaviors on targets that are not the source of their original frustration (Baumeister et al, 1998;Vancouver, 2000), which is very common when employes suffer self-regulation impairment (Bushman et al, 2005;Koopmann et al, 2015;Sommovigo et al, 2020). Previous studies have pointed out that self-regulation errors are related to a variety of unhealthy interpersonal interactions (Stucke and Baumeister, 2006;Hagger et al, 2010).…”

“…This theory emphasizes that individuals have limited self-regulatory resources to process and deal with uncomfortable reactions caused by physiological processes and environmental pressures (Beal et al, 2005;Koopmann et al, 2015;Mitchell et al, 2019). When the demand for self-regulation exceeds the supply of the resource, the individual loses control in other zones, causing them to experience self-regulation impairment and weakening their ability to restrain improper impulses and harmful counterattacks on targets that are not the source of their original frustration (Baumeister et al, 1998;Vancouver, 2000;Sommovigo et al, 2020). This phenomenon is called displaced aggression (Bushman et al, 2005), and is very common when employes suffer self-regulation impairment (Koopmann et al, 2015;Sommovigo et al, 2020).…”

“…When the demand for self-regulation exceeds the supply of the resource, the individual loses control in other zones, causing them to experience self-regulation impairment and weakening their ability to restrain improper impulses and harmful counterattacks on targets that are not the source of their original frustration (Baumeister et al, 1998;Vancouver, 2000;Sommovigo et al, 2020). This phenomenon is called displaced aggression (Bushman et al, 2005), and is very common when employes suffer self-regulation impairment (Koopmann et al, 2015;Sommovigo et al, 2020). Thus, selfregulation impairment provides a key perspective to explain subordinates' deviant behavior as a non-deliberate response to leader reward omission.…”