The effect of customer participation on service providers' job stress

Hsieh, An‐Tien; Yen, Chang‐Hua

doi:10.1080/02642060500134162

Cited by 66 publications

(45 citation statements)

References 51 publications

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“…Previous research has shown that customers acting as partial employees can cause job strain among frontline employees because customer participation in organizational processes creates a loss of power and control among frontline employees (Bowen, 1986;Chan et al, 2010). Hsieh and Yen (2005) confirm that frontline employees might experience difficulties in controlling or predicting the behaviors of customers if they participate in the service delivery processes.…”

Section: Cebs As Job Resources or Demands For Frontline Employeesmentioning

confidence: 76%

“…Moreover, customer participation in organizational processes can generate uncertainty about task performance and heighten job strain among frontline employees because customers' dispositions to participate vary (Hsieh and Yen, 2005) and the work left undone for frontline employees might vary across customers (Chan et al, 2010;Chowdhury and Endres, 2010).…”

Section: Cebs As Job Resources or Demands For Frontline Employeesmentioning

confidence: 99%

“…In addition, a few studies have demonstrated that the same goes for customer behaviors required for service delivery, such as customers providing information about their needs (Chan et al, 2010;Hsieh and Yen, 2005;Mustak et al, 2013). Studies centered on the impact of discretionary, voluntary, helpful customer behaviors, such as CEBs, on frontline employees are scarce.…”

Section: Introductionmentioning

confidence: 99%

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Engaged customers as job resources or demands for frontline employees?

Verleye

Gemmel

Rangarajan

2016

Journal of Service Theory and Practice

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Purpose -This paper proposes and empirically tests a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress-job strain relationship among frontline employees.Design/methodology/approach -Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress-job strain relationship among frontline employees, whereas the opposite holds for other CEBs. To test these hypotheses, the study involved a survey among 279 frontline employees in 20 nursing home teams in Belgium.Findings -The results reveal that the impact of role stress on job strain is stronger when frontline employees notice more helping behaviors among customers and weaker when frontline employees receive more customer feedback or notice that customers spread positive word of mouth about the nursing home.Originality/value -This research contributes to the customer engagement and frontline employee literature by showing that CEBs can act as both job demands and job resources for frontline employees.

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Section: Cebs As Job Resources or Demands For Frontline Employeesmentioning

confidence: 76%

Section: Cebs As Job Resources or Demands For Frontline Employeesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Engaged customers as job resources or demands for frontline employees?

Verleye

Gemmel

Rangarajan

2016

Journal of Service Theory and Practice

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“…Several conceptual papers on customer role readiness have emphasized the importance of organizational socialization, which is a managerial process (1) pertaining to the development of customer skills, knowledge, and attitudes relevant to the marketplace in general and (2) preparing customers with organizationally specific behavioral guidelines (Hsieh and Yen 2005;Kelley, Skinner, and Donnelly 1992). In this paper, we define organizational socialization as the degree to which customers get specific behavioral guidelines from the organization.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Managing Engagement Behaviors in a Network of Customers and Stakeholders

Verleye

Gemmel

Rangarajan

2013

Journal of Service Research

279

311

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Firms striving for long-term profitability need to build stronger customer-firm relationships by getting their customers more engaged with the firm. One path to this end is introducing practices to manage different forms of customer engagement behaviors (CEBs). To develop more effective and efficient CEB management practices, this research proposes and empirically tests a theoretical model on managerial and psychological processes to encourage CEBs that are embedded in a broader network of customers and stakeholders. Based on qualitative and quantitative studies in nursing homes, we demonstrate that organizational support and overall service quality toward significant others influence some forms of CEBs—more particularly feedback and positive word of mouth (WOM) behaviors—through customer affect toward the organization. It is interesting to note that customer affect toward the organization encourages WOM behaviors, while it discourages feedback behaviors. Conversely, managerial processes that increase customer role readiness—such as organizational socialization and support from other customers—were found to have a positive impact on all forms of CEBs. This research helps managers of nursing homes and other services with a broad network of customers and stakeholders to improve existing CEB management practices and develop new CEB management practices that are beneficial for the firm and its stakeholders.

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“…A lot of research has been conducted in this area and a large number of characteristics have been identified. In detail, these are: need for achievement (McClelland, 1961;Hsieh and Yen, 2005), individualistic behaviour and a willingness to take risks (Stearns and Hills, 1996), adaptability (Yang, 2008), boldness, leadership (Stearns and Hills, 1996), a capacity to learn (Guzman and Santos, 2001), organization and teamwork (Stearns and Hills, 1996). A more recent study on the characteristics of the entrepreneur by Bonet et al (2011) argues that what stands out most as the entrepreneur's most characteristic attributes are self-confidence and initiative followed by dynamism and leadership, perseverance, creativity and energy, receptivity and an ability to get on with other people.…”

Section: Personalitymentioning

confidence: 99%