Abstract

Research on customer mistreatment has focused on victims’ perspectives with scant research on third-party observers’ reactions, especially their reactions to customer mistreatment of supervisors. Drawing on the deontic justice theory, this research investigates how and when customer mistreatment of supervisors impacts frontline employees. Using a mixed-method of three studies (experiment, time-lagged survey, field survey) from two countries (the U.S. and China), this research demonstrates the spillover effects of customer mistreatment of supervisors on employee’s service sabotage via moral anger. Study 1 showed that hospitality employees’ moral anger mediated the relationship between customer mistreatment of their supervisors on employees’ service sabotage. Furthermore, Study 2 and Study 3 provided empirical evidence supporting the moderating role of moral ownership. Employees are more likely to respond to customer mistreatment of their supervisors with moral anger and service sabotage when they have high, rather than low, moral ownership. Theoretical and practical implications are discussed.

Full Text
Paper version not known

Talk to us

Join us for a 30 min session where you can share your feedback and ask us any queries you have

Schedule a call

Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.