RESUMEN
Customer service employees tend to react negatively to customer incivility by demonstrating incivility in return, thereby likely reducing customer service quality. Research, however, has yet to uncover precisely what customers do that results in employee incivility. Through transcript and computerized text analysis in a multilevel, multisource, mixed-method field study of customer service events (N = 434 events), we found that employee incivility can occur as a function of customer (a) aggressive words, (b) second-person pronoun use (e.g., you, your), (c) interruptions, and (d) positive emotion words. First, the positive association between customer aggressive words and employee incivility was more pronounced when the verbal aggression included second-person pronouns, which we label targeted aggression. Second, we observed a 2-way interaction between targeted aggression and customer interruptions such that employees demonstrated more incivility when targeted customer verbal aggression was accompanied by more (vs. fewer) interruptions. Third, this 2-way interaction predicting employee incivility was attenuated when customers used positive emotion words. Our results support a resource-based explanation, suggesting that customer verbal aggression consumes employee resources potentially leading to self-regulation failure, whereas positive emotion words from customers can help replenish employee resources that support self-regulation. The present study highlights the advantages of examining what occurs within customer-employee interactions to gain insight into employee reactions to customer incivility. (PsycINFO Database Record
Asunto(s)
Agresión/psicología , Comportamiento del Consumidor , Empleo/psicología , Relaciones Interpersonales , Conducta Verbal , Adulto , Comercio , Femenino , Humanos , MasculinoRESUMEN
This research takes a moral perspective to studying third parties' reactions to injustice as a function of their moral identity. Drawing from theories of deontic justice, moral intuition, moral heuristics, and moral identity, we develop and test a model of the moral underpinnings of third parties' reactions to injustice. First, we compare third parties' responses with interpersonal, distributive, and procedural justice violations. We hypothesize that third parties are more likely to intuit that interpersonal justice violations are morally wrong, compared with distributive and procedural justice violations. As a result, third parties are more likely to experience stronger moral anger and punish violators in response to interpersonal transgressions compared with distributive and procedural justice transgressions. Second, we test the proposition that third parties with a strong moral identity will react more strongly to justice violations than third parties with a comparatively weak moral identity. Results from 3 studies support these predictions.
Asunto(s)
Relaciones Interpersonales , Principios Morales , Justicia Social , Adulto , Femenino , Humanos , Masculino , Adulto JovenRESUMEN
The multifoci perspective of justice proposes that individuals tend to target their (in)justice reactions toward the perceived source of the mistreatment. Empirical support for target-specific reactions, however, has been mixed. To explore theoretically relevant reasons for these discrepant results and address unanswered questions in the multifoci justice literature, the present research examines how different justice sources might interactively predict target-specific reactions, and whether these effects occur as a function of moral identity. Results from a sample of North American frontline service employees (N = 314, Study 1) showed that among employees with lower levels of moral identity, low supervisor justice exacerbated the association between low customer justice and customer-directed sabotage, whereas this exacerbation effect was not observed among employees with higher levels of moral identity. This 3-way interaction effect was replicated in a sample of South Korean employees (N = 265, Study 2).
Asunto(s)
Empleo/psicología , Principios Morales , Cultura Organizacional , Justicia Social , Adulto , Femenino , Humanos , Masculino , Administración de PersonalRESUMEN
Incivility between customers and employees is common in many service organizations. These encounters can have negative outcomes for employees, customers, and the organization. To date, researchers have tended to study incivility as an aggregated and accumulated phenomenon (entity perspective). In the present study, we examined incivility as it occurs during a specific service encounter (event perspective) alongside the entity perspective. Using a mixed-method multilevel field study of customer service interactions, we show that individual customer incivility encounters (i.e., events) trigger employee incivility as a function of the employee's overall accumulated impression of the (in)civility in his or her customer interactions, such that the effects are more pronounced among employees who generally perceive their customer interactions to be more versus less civil. We also find that these interactive effects occur only among employees who are lower (vs. higher) in negative affectivity. Our results show that, in order to expand the understanding of customer incivility, it is important to study the incivility encounter, the social context in which negative customer interactions occur, and individual differences.
Asunto(s)
Afecto/fisiología , Comportamiento del Consumidor , Empleo/psicología , Hostilidad , Relaciones Interpersonales , Adulto , Comercio , Femenino , Humanos , MasculinoRESUMEN
INTRODUCTION: There are little data characterizing leadership roles within Canadian Urology. The importance of these positions in urology underscores the need for further investigation to provide insight for recruitment, development, and success. METHODS: All Canadian Urology Program Directors and Division/Department Heads were invited to complete an online leadership survey as part of a larger national cohort from 11 other surgical specialties. RESULTS: Response rate was 62% (13/21), the majority of whom were Caucasian (77%) and male (92%). Only 8% of respondents in urology hold an advanced degree compared with 45% in other specialties. Additional leadership training was done by 54% of the respondents. Residency was completed in Canada by 92%, but 62% completed fellowships abroad. A majority reported no well-defined job description for their role (54%). The top responsibility reported by leaders was mentoring residents (67%), followed by advising staff (62%). Excellence in patient care and teaching were seen as the most important professional characteristics, whereas integrity was the personal quality felt most important. Leaders reported 17% of their income came from their leadership role, equivalent to the time required for position duties (19%). "Time management" was listed as the greatest challenge faced (54%). Leadership style was reported as "democratic" by 92%. Leaders in urology most often self-rated their leadership skills lower than leaders from other surgical specialties (7 vs 8/10). CONCLUSION: Positions of leadership in urology are disproportionately represented by Caucasian males and comparatively few hold relevant advanced degrees. Excellence in the areas of teaching and patient care, and high personal integrity are felt to be the most important characteristics for success. Time management issues are viewed as the greatest challenge. These preliminary data may prove useful for the mentoring, recruitment, and success of future leaders in our specialty.
Asunto(s)
Liderazgo , Urología/educación , Canadá , Femenino , Humanos , Masculino , Persona de Mediana Edad , Personalidad , Competencia Profesional , Administración del TiempoRESUMEN
The moral perspective of justice proposes that when confronted by another person's mistreatment, third parties can experience a deontic response, that is, an evolutionary-based emotional reaction that motivates them to engage in retribution toward the transgressor. In this article, we tested whether the third party's deontic reaction is less strong when a rational (vs. experiential) processing frame is primed. Further, we tested whether third parties high (vs. low) in moral identity are more resistant to the effects of processing frames. Results from a sample of 185 French managers revealed that following an injustice, managers primed to use rational processing reported lower retribution tendencies compared with managers primed to use experiential processing. Third parties high in moral identity, however, were less affected by the framing; they reported a high retribution response regardless of processing frame. Theoretical and practical implications of these findings are discussed.
Asunto(s)
Relaciones Interprofesionales , Procesos Mentales/fisiología , Cultura Organizacional , Justicia Social/psicología , Lugar de Trabajo/psicología , Adulto , Cognición/fisiología , Señales (Psicología) , Femenino , Humanos , Masculino , Principios Morales , Motivación/fisiología , Paris , Conducta Social , Identificación SocialRESUMEN
Clinical and health psychology research has shown that expressive writing interventions-expressing one's experience through writing-can have physical and psychological benefits for individuals dealing with traumatic experiences. In the present study, the authors examined whether these benefits generalize to experiences of workplace injustice. Participants (N = 100) were randomly assigned to write on 4 consecutive days about (a) their emotions, (b) their thoughts, (c) both their emotions and their thoughts surrounding an injustice, or (d) a trivial topic (control). Post-intervention, participants in the emotions and thoughts condition reported higher psychological well-being, fewer intentions to retaliate, and higher levels of personal resolution than did participants in the other conditions. Participants in the emotions and thoughts condition also reported less anger than did participants who wrote only about their emotions.
Asunto(s)
Satisfacción en el Trabajo , Cultura Organizacional , Administración de Personal , Justicia Social , Escritura , Adaptación Psicológica , Adulto , Ira , Cultura , Emociones , Femenino , Humanos , Control Interno-Externo , Masculino , Pensamiento , Adulto JovenRESUMEN
Research on the "dark side" of organizational behavior has determined that employee sabotage is most often a reaction by disgruntled employees to perceived mistreatment. To date, however, most studies on employee retaliation have focused on intra-organizational sources of (in)justice. Results from this field study of customer service representatives (N = 358) showed that interpersonal injustice from customers relates positively to customer-directed sabotage over and above intra-organizational sources of fairness. Moreover, the association between unjust treatment and sabotage was moderated by 2 dimensions of moral identity (symbolization and internalization) in the form of a 3-way interaction. The relationship between injustice and sabotage was more pronounced for employees high (vs. low) in symbolization, but this moderation effect was weaker among employees who were high (vs. low) in internalization. Last, employee sabotage was negatively related to job performance ratings.
Asunto(s)
Relaciones Interpersonales , Principios Morales , Cultura Organizacional , Conducta Social , Medio Social , Identificación Social , Justicia Social , Lugar de Trabajo/psicología , Adulto , Femenino , Humanos , MasculinoRESUMEN
Although organizational justice scholars often describe unfairness as an emotionally laden experience, the role of emotion is underresearched. In a study of individuals who experienced being laid off (N = 173), the authors found that outcome favorability interacts with both procedural and interactional justice to predict participants' emotions. The pattern of interaction differed for inward-focused (i.e., shame and guilt) and outward-focused (i.e., anger and hostility) negative emotions. Attributions of blame mediated the relationship between fairness perceptions and outward-focused negative emotion. Outward-focused emotion mediated the relationship between fairness perceptions and retaliation.
Asunto(s)
Afecto , Cultura Organizacional , Justicia Social , Femenino , Humanos , Relaciones Interpersonales , Masculino , Persona de Mediana Edad , Encuestas y CuestionariosRESUMEN
Fairness heuristic theory was used to examine how information from one's peers affects an individual's interpretation of, and reactions to, an authority's subsequent behavior. Participants (N=105) overheard their peers discuss an experimenter's reputation (fair, unfair, or absent) before interacting with the experimenter who behaved more versus less fairly. Results showed that the social cues biased participants' subsequent information processing: controlling for the experimenter's behavior, interactional justice mediated the effect of social cues on retaliation. Social cues and the authority's behavior also interacted to predict retaliation. Participants who were treated less fairly retaliated more after being led to expect fair treatment than did participants who heard no prior information about the experimenter.