How Does Dysfunctional Customer Behavior Affect Employee Turnover
- How Does Dysfunctional Customer Behavior Affect Employee Turnover
- Employee turnover; Dysfunctional customer behaviour; Employee embeddedness; Employee stress; Individualism-collectivism
- Issue Date
- EMERALD GROUP PUBLISHING LTD
- JOURNAL OF SERVICE THEORY AND PRACTICE, v. 29, No. 3, Page. 329-352
- Purpose – Dysfunctional customer behavior is believed to engender employee stress and, in turn, fuel
employee turnover. However, little research has examined the moderating role of individual-level and
contextual-level resource variables. The purpose of this paper is to fill these gaps by examining employee
embeddedness and individualism–collectivism as putative moderators of the hypothesized mediation chain.
Design/methodology/approach – The authors conducted a field study involving 264 service employees
working in two hotels operated by the same international hotel chain, one in South Korea (n¼138) and the
other in the UK (n¼126).
Findings – Results show that employee embeddedness weakens the impact of dysfunctional customer
behavior on employee turnover via employee stress. In addition, findings suggest that collectivists
(individualists) are more (less) likely to be receptive to embeddedness cues.
Originality/value – This is the first known study to show that employee embeddedness can mitigate the
impact of dysfunctional customer behavior on turnover via employee stress. This moderated-mediation model
is further moderated by employees’ cultural value orientation (individualism–collectivism). Prior literature is
not explicit on these complex models.
- Appears in Collections:
- COLLEGE OF BUSINESS AND ECONOMICS[E](경상대학) > BUSINESS ADMINISTRATION(경영학부) > Articles
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