Service firms invest much to ensure authentic and positive emotion displays from frontline employees. And yet, inauthentic positive displays (fake smiles) remain common, and at times, employees even show authentic negative displays (e.g., anger), thereby compromising service performance. Customer reactions to such unwanted emotion displays are heterogeneous, so managers need to know when possible negative effects on service performance are more or less strong. The literature on customer reactions to inauthentic displays is inconclusive and focuses on the moment of service delivery. We shine light on how predelivery choice confidence shapes customer reactions to inauthentic positive displays and demonstrate that customers’ high confidence in their service provider choice mitigates the negative effects of display inauthenticity. We present evidence in terms of tipping in a field study and replicate this interaction effect in three experiments. A serial mediation by cognitive dissonance and decision regret explains the conditional effect of inauthenticity. We also contrast inauthentic positive displays with authentic negative displays. The latter yield the worst service performance, unmitigated by choice confidence. We provide recommendations on how to ensure authentic positive displays (e.g., recruitment, resources, and rewards), taking into account circumstances that affect choice confidence and market shocks (e.g., the COVID-19 pandemic).
Toward holistic frontline employee management: An investigation of the interplay of positive emotion displays and dress color
