Is “service with a smile” enough? Authenticity of positive displays during service encounters

Consumers use warmth and competence, two fundamental dimensions that govern social judgments of people, to form perceptions of firms. Three experiments showed that consumers perceive nonprofits as being warmer than for-profits but as less competent. Further, consumers are less willing to buy a product made by a nonprofit than a for-profit because of their perception that the firm lacks competence. Consequently, when perceived competence of a nonprofit is boosted through subtle cues that connote credibility, discrepancies in willingness to buy disappear. In fact, when consumers perceive high levels of competence and warmth, they feel admiration for the firm-which translates to consumers' increased desire to buy. This work highlights the importance of consumer stereotypes about nonprofit and for-profit companies that, at baseline, come with opposing advantages and disadvantages but that can be altered. (c) 2010 by JOURNAL OF CONSUMER RESEARCH, Inc..

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“…; Grandey et al 2005;Judd et al a p .84 2005). Trait assessments were reported on Likert scales anchored by 1 (not at all) and 7 (very much).…”

Section: Methods Participants (mentioning

confidence: 97%

Nonprofits Are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter

2010

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“…Although definitions vary, warmth judgments typically include perceptions of generosity, kindness, honesty, sincerity, helpfulness, trustworthiness, and thoughtfulness, whereas competence judgments include confidence, effectiveness, intelligence, capability, skillfulness, and competitiveness (e.g., Aaker 1997;Grandey et al 2005;Judd et al 2005;Yzerbyt, Provost, and Corneille 2005). At a superordinate level, demonstrating warmth suggests a motivation to be other-focused and behave in line with moral codes, whereas competence suggests the effective capacity to bring about one's intent (Cuddy, Fiske, and Glick 2008).…”

Section: Understanding Warmth and Competencementioning

confidence: 99%

Non-Profits are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter

2010

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“…Scott and Jehn, 2003). There is some evidence from the emotional labor literature that perceived authentic acts affect customersÕ ''encounter satisfaction'' only when other service goals have been satisfied (Grandey et al 2005), and we intend to extend this research by examining perceived unauthentic acts and how they affect customersÕ encounter satisfaction. Our goal in this research is to investigate the views of individuals who felt that they had been lied to and how this affected their perception of the organization, which employs the person who supposedly lied to them.…”

Section: Dishonesty and Deceptionmentioning

confidence: 99%

“…Similarly, any decisions based on the emotions of another person will take into account that the emotions may change, thus reducing the potential harm of a lie. There may also be an unconscious discounting of the informational worth of emotional expression by service personnel, since most customers know that such employees are often required to provide ''service with a smile'' (Grandey et al, 2005). Thus, the total amount of dissatisfaction customers had was related to the type of lie based on stability likelihood of the content (i.e., beliefs, intentions, and emotions).…”

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confidence: 99%

Perceptions of Deception: Making Sense of Responses to Employee Deceit

Jehn

Scott

2007

J Bus Ethics

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ABSTRACT. In this research, we examine the effects that customer perceptions of employee deception have on the customersÕ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observerÕs attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to guide organizations with respect to apparently deceitful behavior of their employees. Implications and directions for future research are provided, focusing on the question of whether organizations should consistently encourage honesty or train their employees to be effective liars.

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Is “service with a smile” enough? Authenticity of positive displays during service encounters

Cited by 715 publications

References 72 publications

Nonprofits Are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter

Nonprofits Are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter

Non-Profits are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter

Perceptions of Deception: Making Sense of Responses to Employee Deceit

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