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Customer Experience via
Employees
Colin Christie
April 2016
Surface Acting is bad for employees & then
customers :
Emotional dissonance and stressful customer interaction.
Emotional Burnout of your own staff!
Delinquent behavior, Increased quitting intention, Poor
Customer Experience
Give your staff TEETH!
TRAIN RIGHT
Help employees develop a deep
acting approach.
HIRE RIGHT
Optimistic, resilient, self-efficacy,
hopeful.
EMPOWER
Some discretionary activity is
essential
TOOLS
Frontline Staff need the correct
tools.
Empathic
Management
References
• Tronvoll, B. (2011) Negative emotions and their effect on customer complaint behaviour. Journal of Service Management. 22 (1), 111–134.
• Madupalli, R.K. and Poddar, A. (2014) Problematic customers and customer service employee retaliation. Journal of Services Marketing. 28 (3), 244–255.
• Johnson, L.K. (n.d.) Managing Corrosive Customers. MIT Sloan Management Review. 46 (2), 15–15.
• Knight, D.K., Kim, H.-J. and Crutsinger, C. (2007) Examining the effects of role stress on customer orientation and job performance of retail salespeople. International Journal of Retail & Distribution
Management. 35 (5), 381–392.
• Walsh, G. and Bartikowski, B. (2013) Employee emotional labour and quitting intentions: moderating effects of gender and age. European Journal of Marketing. 47 (8), 1213–1237.
• Koskina, A. and Keithley, D. (2010) Emotion in a call centre SME: A case study of positive emotion management. European Management Journal. 28 (3), 208–219.
• Karatepe, O.M. (2011) Do job resources moderate the effect of emotional dissonance on burnout? International Journal of Contemporary Hospitality Management. 23 (1), 44–65. Karatepe, O.M.
and Karadas, G. (2015) Do psychological capital and work engagement foster frontline employees’ satisfaction? Management Decision. 53 (8), 1254–1278.
• Karatepe, O.M. and Tizabi, L.Z. (2011) Work-related depression in the hotel industry: a study in the United Arab Emirates. International Journal of Contemporary Hospitality Management. 23 (5),
608–623.
• Wang, C.-Y. and Mattila, A.S. (2010) A grounded theory model of service providers' stress, emotion, and coping during intercultural service encounters. Managing Service Quality. 20 (4), 328–342.
• Akanji, B., Mordi, C. and Taylor, A. (2015) The Nature and Outcomes of Emotion Work in Customer Service Management. Economic Insights - Trends & Challenges. 67 (1), 13–21.
• Allen, J., Diefendorff, J. and Ma, Y. (2014) Differences in Emotional Labor Across Cultures: A Comparison of Chinese and U.S. Service Workers. Journal of Business & Psychology. 29 (1), 21–35.
• Tronvoll, B. (2011) Negative emotions and their effect on customer complaint behaviour. Journal of Service Management. 22 (1), 111–134.
• Kjellberg, A., Toomingas, A., Norman, K., Hagman, M., et al. (2010) Stress, energy and psychosocial conditions in different types of call centres. Work. 36 (1), 9–25.
• Rose, E. and Wright, G. (2005) Satisfaction and dimensions of control among call centre customer service representatives. International Journal of Human Resource Management. 16 (1), 136–160.
YAGIL, D. and MEDLER-LIRAZ, H. (2013) MOMENTS OF TRUTH: EXAMINING TRANSIENT AUTHENTICITY AND IDENTITY IN SERVICE ENCOUNTERS. Academy of Management Journal. 56 (2), 473–497.
References cont.
• Chan, K.W. and Wan, E.W. (2012) How Can Stressed Employees Deliver Better Customer Service?? The Underlying Self-Regulation Depletion Mechanism. Journal of Marketing. 76 (1), 119–137.
• Peccei, R. and Rosenthal, P. (2000) Front-line responses to customer orientation programmes: a theoretical and empirical analysis. International Journal of Human Resource Management. 11 (3),
562–590.
• Yoo, J. and Frankwick, G.L. (n.d.) Exploring The Impact of Social Undermining on Salesperson Deviance: An Integrated Model. Journal of Personal Selling & Sales Management. 33 (1), 79–90.
• Lu, C.-J., Shih, Y.-Y. and Chen, Y.-L. (n.d.) EFFECTS OF EMOTIONAL LABOR AND JOB SATISFACTION ON ORGANIZATIONAL CITIZENSHIP BEHAVIORS: A CASE STUDY ON BUSINESS HOTEL CHAINS.
International Journal of Organizational Innovation. 5 (4) pp.165–176.
• Allen, J., Diefendorff, J. and Ma, Y. (2014) Differences in Emotional Labor Across Cultures: A Comparison of Chinese and U.S. Service Workers. Journal of Business & Psychology. 29 (1), 21–35.
• Reynolds, K.L. and Harris, L.C. (n.d.) DEVIANT CUSTOMER BEHAVIOR: AN EXPLORATION OF FRONTLINE EMPLOYEE TACTICS. Journal of Marketing Theory & Practice. 14 (2), 95–17.
• Paunksnienė, Ž. and Banytė, J. (2012) CONSUMERS' EMOTIONS IN STORE ENVIRONMENT: WHY DO EMOTIONS ARISE? Economics & Management. 17 (1), 279–288.
• Mann, S. (2012) Boredom at the checkout Causes, coping strategies and outcomes of Workplace Boredom in a Supermarket setting. Journal of Business & Retail Management Research. 6 (2), 1–
14.
• Keh, H.T., Ren, R., Hill, S.R. and Li, X. (2013) The Beautiful, the Cheerful, and the Helpful: The Effects of Service Employee Attributes on Customer Satisfaction. Psychology & Marketing. 30 (3), 211–
226.
• Ashill, N.J., Rod, M., Thirkell, P. and Garruthers, J. (2009) Job resourcefulness, symptoms of burnout and service recovery performance: an examination of call centre frontline employees. Journal of
Services Marketing. 23 (5), 338–350.
• Poddar, A. and Madupalli, R. (2012) Problematic customers and turnover intentions of customer service employees. Journal of Services Marketing. 26 (7), 551–559.
• Mahesh, V.S. and Kasturi, A. (2006) Improving call centre agent performance: A UK-India study based on the agents' point of view. International Journal of Service Industry Management. 17 (2),
136–157.

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Customer experience via employees

  • 2. Surface Acting is bad for employees & then customers : Emotional dissonance and stressful customer interaction. Emotional Burnout of your own staff! Delinquent behavior, Increased quitting intention, Poor Customer Experience
  • 3. Give your staff TEETH! TRAIN RIGHT Help employees develop a deep acting approach. HIRE RIGHT Optimistic, resilient, self-efficacy, hopeful. EMPOWER Some discretionary activity is essential TOOLS Frontline Staff need the correct tools. Empathic Management
  • 4. References • Tronvoll, B. (2011) Negative emotions and their effect on customer complaint behaviour. Journal of Service Management. 22 (1), 111–134. • Madupalli, R.K. and Poddar, A. (2014) Problematic customers and customer service employee retaliation. Journal of Services Marketing. 28 (3), 244–255. • Johnson, L.K. (n.d.) Managing Corrosive Customers. MIT Sloan Management Review. 46 (2), 15–15. • Knight, D.K., Kim, H.-J. and Crutsinger, C. (2007) Examining the effects of role stress on customer orientation and job performance of retail salespeople. International Journal of Retail & Distribution Management. 35 (5), 381–392. • Walsh, G. and Bartikowski, B. (2013) Employee emotional labour and quitting intentions: moderating effects of gender and age. European Journal of Marketing. 47 (8), 1213–1237. • Koskina, A. and Keithley, D. (2010) Emotion in a call centre SME: A case study of positive emotion management. European Management Journal. 28 (3), 208–219. • Karatepe, O.M. (2011) Do job resources moderate the effect of emotional dissonance on burnout? International Journal of Contemporary Hospitality Management. 23 (1), 44–65. Karatepe, O.M. and Karadas, G. (2015) Do psychological capital and work engagement foster frontline employees’ satisfaction? Management Decision. 53 (8), 1254–1278. • Karatepe, O.M. and Tizabi, L.Z. (2011) Work-related depression in the hotel industry: a study in the United Arab Emirates. International Journal of Contemporary Hospitality Management. 23 (5), 608–623. • Wang, C.-Y. and Mattila, A.S. (2010) A grounded theory model of service providers' stress, emotion, and coping during intercultural service encounters. Managing Service Quality. 20 (4), 328–342. • Akanji, B., Mordi, C. and Taylor, A. (2015) The Nature and Outcomes of Emotion Work in Customer Service Management. Economic Insights - Trends & Challenges. 67 (1), 13–21. • Allen, J., Diefendorff, J. and Ma, Y. (2014) Differences in Emotional Labor Across Cultures: A Comparison of Chinese and U.S. Service Workers. Journal of Business & Psychology. 29 (1), 21–35. • Tronvoll, B. (2011) Negative emotions and their effect on customer complaint behaviour. Journal of Service Management. 22 (1), 111–134. • Kjellberg, A., Toomingas, A., Norman, K., Hagman, M., et al. (2010) Stress, energy and psychosocial conditions in different types of call centres. Work. 36 (1), 9–25. • Rose, E. and Wright, G. (2005) Satisfaction and dimensions of control among call centre customer service representatives. International Journal of Human Resource Management. 16 (1), 136–160. YAGIL, D. and MEDLER-LIRAZ, H. (2013) MOMENTS OF TRUTH: EXAMINING TRANSIENT AUTHENTICITY AND IDENTITY IN SERVICE ENCOUNTERS. Academy of Management Journal. 56 (2), 473–497.
  • 5. References cont. • Chan, K.W. and Wan, E.W. (2012) How Can Stressed Employees Deliver Better Customer Service?? The Underlying Self-Regulation Depletion Mechanism. Journal of Marketing. 76 (1), 119–137. • Peccei, R. and Rosenthal, P. (2000) Front-line responses to customer orientation programmes: a theoretical and empirical analysis. International Journal of Human Resource Management. 11 (3), 562–590. • Yoo, J. and Frankwick, G.L. (n.d.) Exploring The Impact of Social Undermining on Salesperson Deviance: An Integrated Model. Journal of Personal Selling & Sales Management. 33 (1), 79–90. • Lu, C.-J., Shih, Y.-Y. and Chen, Y.-L. (n.d.) EFFECTS OF EMOTIONAL LABOR AND JOB SATISFACTION ON ORGANIZATIONAL CITIZENSHIP BEHAVIORS: A CASE STUDY ON BUSINESS HOTEL CHAINS. International Journal of Organizational Innovation. 5 (4) pp.165–176. • Allen, J., Diefendorff, J. and Ma, Y. (2014) Differences in Emotional Labor Across Cultures: A Comparison of Chinese and U.S. Service Workers. Journal of Business & Psychology. 29 (1), 21–35. • Reynolds, K.L. and Harris, L.C. (n.d.) DEVIANT CUSTOMER BEHAVIOR: AN EXPLORATION OF FRONTLINE EMPLOYEE TACTICS. Journal of Marketing Theory & Practice. 14 (2), 95–17. • Paunksnienė, Ž. and Banytė, J. (2012) CONSUMERS' EMOTIONS IN STORE ENVIRONMENT: WHY DO EMOTIONS ARISE? Economics & Management. 17 (1), 279–288. • Mann, S. (2012) Boredom at the checkout Causes, coping strategies and outcomes of Workplace Boredom in a Supermarket setting. Journal of Business & Retail Management Research. 6 (2), 1– 14. • Keh, H.T., Ren, R., Hill, S.R. and Li, X. (2013) The Beautiful, the Cheerful, and the Helpful: The Effects of Service Employee Attributes on Customer Satisfaction. Psychology & Marketing. 30 (3), 211– 226. • Ashill, N.J., Rod, M., Thirkell, P. and Garruthers, J. (2009) Job resourcefulness, symptoms of burnout and service recovery performance: an examination of call centre frontline employees. Journal of Services Marketing. 23 (5), 338–350. • Poddar, A. and Madupalli, R. (2012) Problematic customers and turnover intentions of customer service employees. Journal of Services Marketing. 26 (7), 551–559. • Mahesh, V.S. and Kasturi, A. (2006) Improving call centre agent performance: A UK-India study based on the agents' point of view. International Journal of Service Industry Management. 17 (2), 136–157.