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How does dysfunctional customer behavior affect employee turnover

Authors
Gong, TaeshikWang, Chen-Ya
Issue Date
Oct-2019
Publisher
Emerald Group Publishing Ltd.
Keywords
Employee turnover; Dysfunctional customer behaviour; Employee embeddedness; Employee stress; Individualism-collectivism
Citation
Journal of Service Theory and Practice, v.29, no.3, pp.329 - 352
Indexed
SSCI
SCOPUS
Journal Title
Journal of Service Theory and Practice
Volume
29
Number
3
Start Page
329
End Page
352
URI
https://scholarworks.bwise.kr/erica/handle/2021.sw.erica/2099
DOI
10.1108/JSTP-04-2018-0081
ISSN
2055-6225
Abstract
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 (n=138) and the other in the UK (n=126). 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.
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