Perceptions of Customer Incivility, Job Satisfaction, Supervisor Support, and Participative Climate: A Multi-Level Approach

Abstract

Perceived customer incivility can be a significant day-to-day demand that affects frontline service employees’ job satisfaction. The current research focuses on job resources on multiple levels that serve as buffers in the face of this demand. We tested a multi-level model in which supervisor support (at the employee level) and participative climate (at the work-unit level) moderate the negative relationship between perceived customer incivility and job satisfaction. We used multi-level analysis with self-reported cross-sectional data collected from 934 employees nested in 107 work units of a large clothing shop chain in Belgium. The results showed that both supervisor support and participative climate moderate the negative relationship between perceived customer incivility and job satisfaction. The theoretical contribution of this study resides in an extension of the JD-R theory to simultaneously conceptualize resources on multiple levels. In the meantime, we focus on practical, hands-on resources that organizations can implement to protect service employees from the adverse effects of perceived customer incivility.

An Investigation into the Effect of Knowledge Management on Employee Retention in the Telecom Sector

“…The instrument was confirmed to be valid and reliable by other knowledge management scholars (Edeh et al 2022;Mustafa et al 2021;Valmohammadi et al 2019;Alias et al 2018;Nina et al 2021;Tadesse 2020). On the other hand, a validated Employee Retention Questionnaire (ERQ) containing supervisor support, coworker support, and flexible working arrangements was adapted from Dileep and Normala (2014) and confirmed in the studies of Campbell (2015), Kumari (2018), Eguchi et al (2019), Pap et al (2021), and Edeh et al (2021a, 2021b.…”

“…Nonetheless, validated dimensions of employee retention from the various literature includes working environment, job satisfaction, performance appraisal, career opportunities, training and development, empowerment, fringe benefits, pay, work-life balance, coworker support, supervisor support, employee recognition, remunerations, flexible working arrangements (Sawaneh and (Nagabhaskar 2014;Aguenza and Som 2012;Sishuwa and Phiri 2020). In line with the review of the literature above, this research would adapt supervisor support, coworker support, and flexible working arrangements as dimensions of employee retention because of their reliability and validity in many studies (Edeh et al 2021a(Edeh et al , 2021bEguchi et al 2019;Kumari 2018;Pap et al 2021;Campbell 2015). Supervisor support refers to the assistance from managers or supervisors to their subordinates within and outside the workplace (Eguchi et al 2019).…”

“…Supervisor support refers to the assistance from managers or supervisors to their subordinates within and outside the workplace (Eguchi et al 2019). It can also be a formal work relationship between any top-level managers and their subor-dinates (Pap et al 2021). Coworker support is helping behaviour from colleagues in the same organisation (Kumari 2018).…”

Does workplace incivility affect the satisfaction of employees? Evidence from small and medium enterprises

“…For instance, Mehmood et al (2021) indicated that experienced-incivility results in reciprocating behaviour. In the same vein, Pap, Vîrga, and Notelaers (2021) workplace incivility is linked with deviant behaviour from supervisors and co-workers, which tends to influence employees' satisfaction.…”

“…The Studies of Dahri et al, (2020); Hyeon-Dal and Yoon-Jung, ( 2018) and Jamal and Siddiqui (2020) had shown that incivility in the workplace influence employees' satisfaction. Contemporary researches had shown that employees who experiences hassles in work-routine would experience deterioration in morale (Khan et al, 2021;Pap et al, 2021).…”