Investigating the immediate and long-term effects of job stressors on frontline service employees

Whiting, Anita; Donthu, Naveen; Baker, Andrew

doi:10.1016/j.ijresmar.2011.05.006

Cited by 34 publications

(23 citation statements)

References 80 publications

(94 reference statements)

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“…Indeed, some studies indicate a positive link between deep acting and emotional exhaustion (Grandey, ; Bono & Vey, ; Holman et al, ; Totterdell & Holman, ; Pisaniello, Winefield, & Delfabbro, ). Other studies reveal a negative link between deep acting and emotional exhaustion (Johnson & Spector, ; Whiting, Donthu, & Baker, ; Philipp & Schüpbach, ; Näring, Vlerick, & Van de Ven, ). Lastly, some studies reveal no links between deep acting and negative health outcomes (Brotheridge & Grandey, ; Brotheridge & Lee, ; Grandey, ; Totterdell & Holman, ; Hülsheger, Lang, & Maier, ).…”

Section: Discussionmentioning

confidence: 93%

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Andela

Truchot

2016

Stress Health

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The aim of the present study was to better understand the relationship between emotional dissonance and burnout by exploring the buffering effects of re-evaluation and team reflexivity. The study was conducted with a sample of 445 nurses and healthcare assistants from a general hospital. Team reflexivity was evaluated with the validation of the French version of the team reflexivity scale (Facchin, Tschan, Gurtner, Cohen, & Dupuis, 2006). Burnout was measured with the MBI General Survey (Schaufeli, Leiter, Maslach, & Jackson, 1996). Emotional dissonance and re-evaluation were measured with the scale developed by Andela, Truchot, & Borteyrou (2015). With reference to Rimé's theoretical model (2009), we suggested that both dimensions of team reflexivity (task and social reflexivity) respond to both psychological necessities induced by dissonance (cognitive clarification and socio-affective necessities). Firstly, results indicated that emotional dissonance was related to burnout. Secondly, regression analysis confirmed the buffering role of re-evaluation and social reflexivity on the emotional exhaustion of emotional dissonance. Overall, results contribute to the literature by highlighting the moderating effect of re-evaluation and team reflexivity in analysing the relationship between emotional dissonance and burnout. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 93%

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Andela

Truchot

2016

Stress Health

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“…Retail marketing studies have overwhelmingly demonstrated that people feel powerless, uncomfortable, frustrated, and dissatisfied in a crowded space (e.g., Hui & Bateson, ; Ingene, ; Machleit, Eroglu, & Mantel, ). Store spatial crowding, therefore, represents a situational constraint that threatens individuals' psychological well‐being and performance (Dion, ; Epstein, ; Whiting et al, ). As a shared adverse environment facing the whole team, we thus expect store spatial crowding to elicit team members' collective experience of negative emotions.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

Loi²,

Chow³

2019

Human Resource Management

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Thriving at work is a positive psychological state that captures employees' joint experience of learning and vitality. Building on the socially embedded model of thriving , we first propose the positive relationship between leader‐member exchange (LMX) and retail employees' thriving at work. We then explore store spatial crowding as a contextual constraint on this relationship. To better reveal this contextual impact, we further contend that team negative affective tone mediates the cross‐level moderating effect of store spatial crowding on the LMX–thriving linkage. Using two‐wave survey data collected from retail employees and their store managers across 89 stores of a grocery retail chain, we found empirical evidence on our multilevel‐mediated moderation model. This study highlights the importance of considering wider contextual features as boundary conditions to thriving. Our results suggest theoretical modifications to the existing thriving model and offer implications on the practical interventions that retailing organizations can take to develop a thriving workforce.

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“…Managers may be required to provide coaching to service employees to overcome the role conflict associated with switching simultaneously between a high level of customer orientation and ESR (Ygail and Shultz 2017). Relatedly, it is essential for service employees to receive training on how to cope with unfavorable customer reactions (e.g., Fong, So, and Law 2017;Torres, Niekerk, and Orlowski 2017;Whiting, Donthu, and Baker 2011) to ESR. Moreover, an enhanced training focus on how to effectively communicate ESR to customers appears to be helpful.…”

Section: Managerial Implicationsmentioning

confidence: 99%

When serving customers includes correcting them: Understanding the ambivalent effects of enforcing service rules

Habel

Alavi

Pick

2017

International Journal of Research in Marketing

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Investigating the immediate and long-term effects of job stressors on frontline service employees

Cited by 34 publications

References 80 publications

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

When serving customers includes correcting them: Understanding the ambivalent effects of enforcing service rules

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