Coping with customer mistreatment

Purpose Drawing on the transaction theory of stress, the purpose of this paper is to conceptualize customer mistreatment as a stressor and examine how job routinization and proactive personality help employees cope with the effects of customer mistreatment on emotional exhaustion and work engagement. The interaction of job routinization and proactive personality was also tested. Design/methodology/approach In total, 128 hundred nurses were recruited to participate in the current study, which was a daily survey for two consecutive weeks (10 working days). Findings The results revealed that job routinization and proactive personality attenuated the effects of customer mistreatment on emotional exhaustion and work engagement. The analyses also showed that, with more proactive personality and high job routinization, the effects of customer mistreatment were minimized. Originality/value Job routinization is a type of job resources that attenuates the negative influence of customer mistreatment. Proactive personality strengthens job routinization’s function, when proactive personality and job routinization are both high, the ill effect of customer mistreatment will be minimized.

A review of internal audit theories

The article was written based on the critical review of the literature (mainly foreign) regarding the theo-retical basis of internal audit. The authors have chosen and discussed six theories, which in their opinions best explain the core of internal audit. Those are: agency theory, cost transaction theory, property rights theory, institutional isomorphism theory, and two systems theories. The authors have pointed out which research problems may be formulated based on each of the mentioned theories.

Utilizing The Social Transaction Theory Of Social Ontology To Understand Organizational Culture Change

Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it. Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.