Testing the stressor–strain–outcome model of customer-related social stressors in predicting emotional exhaustion, customer orientation and service recovery performance

Service Recovery: An Integrative Framework and Research Agenda

“…We therefore root our synthesis in the Job Demands-Resources model (JDR), which is a comprehensive job design model (Bakker & Demerouti, 2007). Choi, Kim, Lee, & Lee, 2014), role theory (e.g. Babakus et al, 2003), stressor-strain-outcome theory (e.g.…”

“…Typical job demands examined in the service recovery literature are role stressors and customer-related social stressors. Other customer-related social stressors, such as disproportionate customer expectations, ambiguous customer expectations, and hostile, unpleasant customers have received far less research attention (Choi, et al, 2014). The latter concern the relationship with demanding and even aggressive customers.…”

“…In particular, prior research suggests that employees' customer orientation (i.e., employee's tendency to meet customer needs in an on-the-job context; Choi, et al, 2014), emotional intelligence (i.e., an employee's ability to monitor and discriminate among one's own and others' feelings, and use this information to guide one's behavior; Lee, Kim, & Aeeun, 2013) and trait competitiveness (i.e., an employee's enjoyment of interpersonal competition and the desire to win and to be better than others; Karatepe, 2006) decrease job burnout (Choi, et al, 2014) and increase job engagement (Lee, et al, 2013), thereby enhancing employees' recovery performance. In particular, prior research suggests that employees' customer orientation (i.e., employee's tendency to meet customer needs in an on-the-job context; Choi, et al, 2014), emotional intelligence (i.e., an employee's ability to monitor and discriminate among one's own and others' feelings, and use this information to guide one's behavior; Lee, Kim, & Aeeun, 2013) and trait competitiveness (i.e., an employee's enjoyment of interpersonal competition and the desire to win and to be better than others; Karatepe, 2006) decrease job burnout (Choi, et al, 2014) and increase job engagement (Lee, et al, 2013), thereby enhancing employees' recovery performance.…”

Linking polychronicity to hotel frontline employees’ job outcomes

“…Service failure situations are especially inevitable in the hotel industry due to the 'people orientated' nature of services (Daskin and Yilmaz, 2015) and the increasingly high demands of today's hotel guests (Kim et al, 2009a) which requires a high level of contact between employees and customers (Lewis and McCann, 2004). Frontline employees typically have the most face to face interaction with an organization's customers and thus play a critical role not only on service delivery but also during the service recovery process (Boshoff and Allen, 2000;Choi et al, 2014;Zeithaml et al, 2012).…”

“…Thus, this study by spending an effort to investigate the aforementioned relationships in a hotel service context provides contribution to tourism and hospitality management literature and useful guidelines to implement effective management practices and improve organizational outcomes. Service recovery refers to "the actions taken by an organization to make up for a service failure or error in the hopes to retain the customer" (Choi et al, 2014). According to Smith et al (1999, p. 359), service recovery "includes situations in which a service failure occurs but no complaint is lodged by the customers", meaning that service recovery also includes situations where the customer has not expressed a complaint, but the provider has recognised the failure and initiated a recovery procedure.…”