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1 – 3 of 3Erin M. Richard, Christa P. Bupp and Raad G. Alzaidalsharief
We examine whether supervisor support and empathy moderate the relationship between customer injustice and employee display rule deviance through a reduction in employee anger.
Abstract
Purpose
We examine whether supervisor support and empathy moderate the relationship between customer injustice and employee display rule deviance through a reduction in employee anger.
Methodology
Working adults (N = 214) completed an online survey assessing their experiences with customer injustice, feelings of anger, and the extent to which they deviated from emotional display rules over the past month. Participants also completed a measure of trait anger (a control variable), and they rated their supervisor’s general support and empathy.
Findings
Supervisor empathy (but not supervisor support) buffered the relationship between customer injustice and employee anger. In turn, reduced employee anger is related to lower display rule deviance. Country (United States vs. India) also moderated the effect of anger on display rule deviance; the relationship was stronger in India than in the United States.
Practical implications
Service industry employees typically are expected to regulate their emotional displays by displaying positive emotions and hiding negative emotions. Meeting these display rules is considered paramount to providing good service. Unfortunately, customers sometimes treat service employees in a disrespectful or unfair manner, and the resulting employee anger may cause employees to break emotional display rules. It is difficult to control customer behavior, but our results suggest that empathetic managers may help employees manage the negative emotions that result from customer mistreatment. Thus, selecting and training managers to show empathy may improve customer service by resulting in more resilient employees.
Details
Keywords
Neal M. Ashkanasy, Charmine E. J. Härtel and Wilfred J. Zerbe