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Adopting the transformative service research (TSR) perspective, the purpose of this paper is to investigate the impact of positive customer feedback on the well-being of front-line employees, companies, and society. Using a multidisciplinary approach, the overlooked area of “positive feedback” is explored resulting in the development of the “Positive Feedback Model” (PFM). The study also compares managers’ and employees’ perceptions of positive customer feedback.

Two exploratory qualitative studies were conducted: Study 1 consisted of 22 semi-structured interviews with managers working in the service industry and Study 2 consisted of seven focus groups with front-line service employees. The extensive literature review and the results of these two studies contributed to the development of the PFM.

Positive customer feedback is an overlooked area of service research which offers potential for improving the well-being of the service entities. Front-line employees are the main recipients and topics of positive customer feedback. The developed PFM describes various forms, channels, and times of administration of positive customer feedback and its multitude of impacts on the well-being of service entities.

This study contributes to the literature on TSR and customer feedback management. The developed model presents possible positive feedback categories, their various outcomes and the outcomes for the concerned parties involved. By developing PFM and encouraging a multidisciplinary approach combined with advanced research methodologies, the researchers propose an agenda for further research insights within the TSR and customer feedback areas. The comparison of the managers’ and employees’ perceptions of positive customer feedback presents novel managerial implications and directions for future research.

This study is the first to explore customer feedback from a TSR perspective. It examines the overlooked area of positive customer feedback. The well-being of service entities is prioritized as services have been extensively criticized for ignoring human well-being.

The purpose of this paper is to investigate guilt proneness as a prosocial salesperson trait and its impact on outcomes important to the firm, the customer as well as the salesperson. Specifically, the authors look at how this variable relates to job effort and the indirect effects on customer satisfaction. The corollary purpose is to uncover how managers influence these constructs through positive outcome feedback.

Prosocial motivation theory grounds the conceptual model which the authors test through survey implementation. The final sample consisted of 129 business-to-business (B2B) salespeople working across multiple industries in India. Latent moderated structural equation modeling was utilized to test the proposed model.

The results suggest that guilt proneness positively influences the likelihood that a salesperson adopts a relational orientation, which has a direct effect on individual effort and an indirect effect on customer satisfaction. Supervisors have the ability to amplify this effort through positive outcome feedback, but only when relational orientation is low. Their support had no effect on salespeople with a high relational orientation.

The study is unique in that it combines an overlooked prosocial trait with a B2B Indian dataset. We provide value for firms because our results show that guilt-prone salespeople put more effort into their job – ”something universally desirable among sales managers” – through the development of a relational orientation. The authors also give practical implications on how to support salespeople given their level of relational orientation.

Although some research has been carried out on feedback trading in different asset classes, there have been few empirical investigations that consider both major and emerging stock markets (Koutmos, 1997; Antoniou et al., 2005; Kim, 2009) stock index futures (Salm and Schuppli, 2010). In this study, the author examines positive/negative feedback trading in both developed-emerging-frontier-standalone (51) stock markets for 2010–2020 and sub-periods including COVID-19 period.

The hypothesis “feedback trading behaviour led the price boom/bust in the stock markets during the first quarter of COVID-19 pandemic” is tested by employing the Sentana and Wadhwani (1992) framework and using asymmetrical GARCH models (GJRGARCH, EGARCH) in accordance with the empirical literature.

The following conclusions can be drawn from the present study; (1) There is no evidence to support a significant distinction between developed, emerging, frontier or standalone markets or high/upper middle, lower middle income economies in the case of feedback trading. It is more likely to be a general phenomenon reflecting the outcomes of general human psychology (2) in the long term (2010–2020) based on the feedback trading results Asian stock markets appear to be far from efficiency.

Stock markets are selected based on data availability.

Several inferences can be drawn about overall results. First, investors and portfolio managers should beware of their investment decisions during bearish market conditions where volatility is on the rise and also when there is a strong reaction to bad news/negative shocks in the market. Moreover, investing in Asia stock markets may require more attention since those markets are reputed to be more “idiosyncratic”, less reliant on economic and corporate fundamentals in their pricing. Moreover, the impact of foreign investors on stock market volatility and returns and weaker implementation of regulations also affect the efficiency of the markets (Lipinsky and Ong, 2014).

To the best of the author’s knowledge, most studies in the field of feedback trading in stock markets have only focused on a small sample of countries and second, the effect of COVID-19 uncertainty on the stock markets have not been addressed in the literature with respect to feedback trading. This paper fills these literature gaps. This study is expected to provide useful insights for understanding the instabilities in stock markets particularly under conditions of high uncertainty and to fill the gap in the literature by comparing the results for a large sample of countries both in the long term and in the pandemic.

Highlights for review

1. This study has shown that feedback trading is more prevalent in Asian stock markets in the long run in Europe, America or Middle East for the period 2010–2020.

2. Positive feedback traders generally dominated most of the stock markets during the early period of COVID-19 pandemic.

3. Another major finding was that the stock markets in Malaysia, Japan, the Philippines, Estonia, Portugal and Ukraine are dominated by negative feedback traders which may be interpreted as “disposition effect” meaning that they sell the “past winners”.

4. In Indonesia, New Zealand, China, Austria, Greece, UK, Finland, Spain, Iceland, Norway, Switzerland, Poland, Turkey, Chile and Argentina neither positive nor negative feedback trading exists even under uncertain conditions.

This study has shown that feedback trading is more prevalent in Asian stock markets in the long run in Europe, America or Middle East for the period 2010–2020.

Positive feedback traders generally dominated most of the stock markets during the early period of COVID-19 pandemic.

Another major finding was that the stock markets in Malaysia, Japan, the Philippines, Estonia, Portugal and Ukraine are dominated by negative feedback traders which may be interpreted as “disposition effect” meaning that they sell the “past winners”.

In Indonesia, New Zealand, China, Austria, Greece, UK, Finland, Spain, Iceland, Norway, Switzerland, Poland, Turkey, Chile and Argentina neither positive nor negative feedback trading exists even under uncertain conditions.

Front-line employee (FLE) well-being is an under-researched field. Contrasting the prevailing view that Positive Customer Feedback (PCF) can only have ‘positive’ impacts, this study aims to answer the counterintuitive question: Could the apparently positive construct ‘Positive Customer Feedback’ have a negative impact on the well-being of front-line employees? Consequently, working within the Transformative Service Research (TSR) framework, we investigate whether PCF can negatively affect the eudaimonic and hedonic well-being dimensions of FLEs, thus decreasing their overall psychological well-being level.

A multidisciplinary literature review was conducted, particularly in the social psychology, human resources and organizational behavior fields, to examine the potential negative impacts of PCF. Subsequently, an exploratory qualitative study consisting of seven focus groups with 45 FLEs and 22 in-depth interviews with managers working across various service industries were performed. All the transcripts were analyzed via an iterative hermeneutical process.

A model describing ten negative impacts and six key contingencies of PCF was developed. The identified impacts can negatively affect the eudaimonic and hedonic well-being dimensions of FLEs. PCF can have a negative impact on the eudaimonic dimensions such as harmony, respect and support. Moreover, PCF appears to increase the negative affect by creating tension, fear, strain and stress, thus, negatively affecting the happiness level of FLEs (hedonic well-being). The identified contingencies play a crucial role in determining the direction and intensity of the negative impact of PCF. Therefore, the overall psychological well-being level of FLEs can suffer as a result of PCF. This study also discusses managerial challenges associated with PCF management.

The article discusses important managerial implications in the field of FLE well-being and PCF management and suggests directions for future research aiming to expand the boundaries of the current TSR agenda and service human resources.

This study is the first to explore the negative side of PCF from a TSR perspective. It extends the understanding of the overlooked area of PCF and FLE well-being.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.

This study aims to investigate the impact of a salesperson’s psychological capital (PsyCap) on sales performance through the interplay of work engagement and performance feedback. This study examines the role of thought self-leadership (TSL) as an antecedent of a salesperson’s PsyCap.

Grounded in the social cognitive theory and job demands–resources theory, a hypothesized model is proposed. To test the hypothesized model, data on sales professionals were collected from B2B sales organizations, and a structural equation model was used to test the hypotheses.

The results demonstrate that TSL drives PsyCap in salespeople. The results also suggest an interesting relationship between salesperson’s PsyCap and their sales performance through work engagement as a mediator for PsyCap and sales performance. The moderating effect of performance feedback on work engagement was not significant and thus counterintuitive.

The results suggest that organizations should invest in training to develop the TSL of their salesforce, which will lead to enhanced performance through personal resources such as PsyCap. Further, the findings have implications for sales organization designs and structure.

This study augments the extant information on the linkage between a salesperson’s PsyCap and sales performance by suggesting mediation mechanisms and proposing an integrated framework with work engagement. Further, the authors establish TSL as an important cognitive mechanism to strengthen PsyCap in salespeople.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Engaged employees create positive outcomes and increased performance for organizations. Another contributor to increased outcomes is innovation and creative behaviors. Engaged employees are positive and proactive and are more likely to display Innovative Work Behaviors (IWB). A 360-degree feedback evaluation can be seen to be a fair and robust system of increasing positive feelings in employees, which in turn leads to engagement and innovation. This form of evaluation process can be seen to be a moderating factor between engagement and innovation and in particular with intangible idea generation behaviors.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Occasionally, retail employees “break the rules” in order to help customers. Currently, there is little research on the mechanisms by which a sales assistants’ positive deviance intentions help them attain specific personal and organisational goals. The purpose of this paper is to examine one mechanism, hope, which develops employees’ deviance intentions to provide benefits to the customer, themselves and the organisation.

A survey captured responses from 270 frontline employees from the retail and services sector. AMOS 23 was used to conduct measurement, path and mediation analyses.

This study highlights the role of employee hope in developing employees’ positive deviance intentions, and improving perceptions of organisational performance. Results demonstrate that the direct positive impact of hope on positive deviance intention was significant. Furthermore, positive deviance intention was found to positively impact employee goal attainment and perceived organisational performance. The authors’ employee hope model offers a better understanding of positive outcomes of employee deviance, suggesting that retail managers should invest resources to build strong employee–organisation relationships.

This is the first study to empirically demonstrate that employee hope can explain how customer-oriented positive deviance intentions help employee goal attainment and improve their perceptions of organisational performance.

Professional interpreter use improves care in patients with limited English proficiency (LEP) but inequalities in outcomes remain. We explore the experience of US Latinos with LEP and diabetes in language discordant care.

We conducted in-depth interviews of 20 low-income Latino patients with diabetes and LEP. We interviewed participants in Spanish, digitally recorded and transcribed interviews, and read transcripts to identify themes and interpret meanings using interpretive phenomenology as theoretical framework.

While patients preferred, and experienced greater trust in, language concordant clinical encounters, they did not believe that language discordance affected outcomes because they felt that these depended largely on their compliance with physicians’ recommendations. Patients also downplayed structural barriers to care and outcomes. Self-blame was paradoxically encouraged by physicians’ praise vis-à-vis favorable outcomes.

Limitations include small and convenience sample and limited generalizability. However, findings illustrate communicational dynamics between patients and clinicians with important implications for health care practice and policy. They support the perception that trust develops best within language concordant care, which underscores the importance of recruiting clinicians with diverse language skills. They highlight the importance of sensitizing clinicians to the social determinants of health, which may be overlooked when treating patients with conditions requiring substantial self-management, like diabetes. Language barriers in health care must be understood in the broader context of structural inequalities in health care. The necessary emphasis on self-management may (inadvertently) strengthen the hegemonic view that places responsibility for diabetes outcomes on patients’ ability to self-manage their condition to the neglect of social/political determinants of diabetes.

Studies have quantitatively examined the effects of language discordant care on diabetes outcomes, yet few have done so qualitatively. To our knowledge, no study has attempted to understand the experience of language discordance from the perspective of LEP patients with diabetes and how this experience may explain observed differences in outcomes.