Group emotional labor and group emotional deviance, service climate, and customer satisfaction

2012 ◽  
Vol 2012 (1) ◽  
pp. 16865
Author(s):  
Paraskevi Christoforou
Keyword(s):  
Customer Satisfaction ◽  
Emotional Labor ◽  
Service Climate ◽  
Emotional Deviance

Customer-Oriented Constructive Deviance as a Reaction to Organizational Injustice Toward Customers

2021 ◽  
pp. 193896552110123
Author(s):  
Taeshik Gong ◽  
Pengchang Sun ◽  
Min Jung Kang
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Servant Leadership ◽  
Survey Data ◽  
Third Party ◽  
Service Climate ◽  
Perceived Service Quality ◽  
Hotel Managers ◽  
The Relationship ◽  
Organizational Injustice

To date, research on the deontic model and third-party reactions to injustice has focused primarily on individuals’ tendency to punish the transgressor. In this study, we seek to extend the extant research by arguing that punishment may not be the only deontic reaction and that third-party observers of injustice should engage in activities that help the victim. More specifically, we explore employee’s customer-oriented constructive deviance as a reaction to organizational injustice toward customers. We also investigate how this deviance influences customer satisfaction. In addition, we explore service climate, driven by servant leadership as a moderator on the relationship between employees’ perceptions of organizational unfairness and customer-oriented constructive deviance. The study collected three-level survey data from 95 hotel managers, 396 employees, and 1,848 customers. We find that servant leadership increases service climate, which in turn strengthens the relationship between organizational injustice toward customers and customer-oriented constructive deviance. The findings also reveal that customer-oriented constructive deviance increases perceived service quality, leading to customer satisfaction. Our study significantly contributes to the emerging theory concerning customer-oriented constructive deviance by explaining the antecedents, consequences, and moderators. The study also helps managers deal with customer-oriented constructive deviance in the workplace.

scholarly journals The role of emotional service in the restaurant business

2022 ◽  
pp. 164-167
Author(s):  
N. A. Ofitserova
Keyword(s):  
Emotional Intelligence ◽  
Customer Satisfaction ◽  
Emotional Labor ◽  
Work Performance ◽  
Positive Emotions ◽  
Emotional State ◽  
Communicative Competence ◽  
Point Of View ◽  
Emotional States

The article considers the restaurant business from the point of view of not only the entrepreneurial aspect, but also the service aspect, which is fundamental. The reasons why people visit restaurants have been revealed. In addition to physical need, restaurants are an element of cognition and a way of experiencing positive emotions. The importance of the restaurant business in shaping people’s positive emotional state has been formulated. Two forms of emotional labor of an employee and the influence of emotional states on work performance have been highlighted. The role of emotional intelligence and communicative competence in customer satisfaction with a restaurant visit has been determined. The importance of developing emotional intelligence has been concluded. Recommendations for its development has been formulated. 

scholarly journals Switching Expression or Emotion: Emotional Labor Strategy on Negative Word of Mouth Mediated by Customer Satisfaction

2020 ◽  
Vol 10 (2) ◽  
pp. 162-172
Author(s):  
Resekiani Mas Bakar ◽  
Riska Amaliah ◽  
Nurul Hidayati
Keyword(s):  
Experimental Study ◽  
Customer Satisfaction ◽  
Emotional Labor ◽  
Process Model ◽  
Positive Emotion ◽  
Word Of Mouth ◽  
Negative Word ◽  
Surface Acting ◽  
Deep Acting ◽  
Service Employees

This experimental study aimed to examine the effect of emotional labor strategy towards the negative WOM mediated by customer satisfaction. Research of emotional labor context has widely examined its impacts on service employees. The limitations in several studies proved that the opportunity in the indirect effect of emotional labor strategy on negative word of mouth (WOM) is still available. Sixty-two participants were involved in this study and divided into two groups (deep acting versus surface acting) by using videos. PROCESS model moderation proved that emotional labor strategy indirectly affects the negative WOM, mediated by customer satisfaction. This study showed that deep acting strategy can enhance customer satisfaction, therefore the negative WOM can be diminished. In contrast, surface acting strategy affects the decrease of customer satisfaction and thus it can raise the intention of the negative WOM. Emotion modification would be more effective through the deep acting strategy in transmitting the positive emotion for the customer, than modification the expression. The satisfaction felt by the customer will decrease the intention to spread negative information about the service provider to other customers.

scholarly journals An Investigation into the Relationship between Emotional Labor and Customer Satisfaction

2019 ◽  
Vol 27 (4) ◽  
pp. 23-47
Author(s):  
Bilal Mohammad Eneizan ◽  
Asaad Ahmad abdelqader Alsakarneh ◽  
Kamel A.AL-kharabsheh ◽  
Hadi AL-Abrrow ◽  
Alhamzah Alnoor
Keyword(s):  
Customer Satisfaction ◽  
Emotional Labor ◽  
The Relationship

OCB and Service Climate: Examining Multilevel Antecedents of Customer Satisfaction

2005 ◽  
Author(s):  
David M. Mayer ◽  
Mark G. Ehrhart
Keyword(s):  
Customer Satisfaction ◽  
Service Climate

Service Priority Climate and Service Performance Among Hospitality Employees: The Role of Emotional Labor and Workload Pressure

2021 ◽  
pp. 193896552110299
Author(s):  
Dana R. Vashdi ◽  
Tal Katz–Navon ◽  
Marianna Delegach
Keyword(s):  
Emotional Labor ◽  
Service Performance ◽  
Service Climate ◽  
Deep Acting ◽  
Hotel Employees ◽  
Hospitality Organizations ◽  
The Relationship ◽  
Service Priority ◽  
Conflicting Goals

Frontline hotel employees face a complex organizational environment that constantly makes multiple demands, creating a persistent trade-off between service as a key element of the organization’s strategy and other competing or even conflicting goals. This study proposes an integrated and unique way of discerning the relationship between service climate and service performance through the prism of surface and deep acting emotional labor and suggests a new dimension of the service climate—the service priority climate. Specifically, we examined employees’ use of emotional labor strategies as a mechanism that explains the relationship between service priority climate and service performance. We also investigated whether workload pressure influences this relationship. Using a multilevel, multisource study, we surveyed a sample of 245 hotel employees working in 39 departments and their direct managers. The results demonstrated that when employees regarded service as a priority compared with other competing goals, they used more deep acting emotional labor strategies, resulting in better service performance. However, this was apparent only when workload pressure was low. Implications for hospitality organizations are discussed.

LINKING EMPLOYEE PERCEPTIONS OF SERVICE CLIMATE TO CUSTOMER SATISFACTION

1996 ◽  
Vol 49 (4) ◽  
pp. 831-851 ◽  
Author(s):  
JEFF W. JOHNSON
Keyword(s):  
Customer Satisfaction ◽  
Employee Perceptions ◽  
Service Climate

Does Diversity Climate Lead to Customer Satisfaction? It Depends on the Service Climate and Business Unit Demography

2011 ◽  
Vol 22 (3) ◽  
pp. 788-803 ◽  
Author(s):  
Patrick F. McKay ◽  
Derek R. Avery ◽  
Hui Liao ◽  
Mark A. Morris
Keyword(s):  
Customer Satisfaction ◽  
Service Climate ◽  
Business Unit ◽  
Diversity Climate
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