The influence of social undermining on the service employee's customer-oriented boundary-spanning behavior

Abstract

Purpose – This study aims to investigate the effect of social undermining on the service employees' boundary-spanning behavior though perceived fit with job (P-J fit). This study also aims to examine the moderating role of ethical climate in the relationship between service employees' perceived fit with job (P-J fit) and boundary-spanning behavior. Design/methodology/approach – Using a sample of 469 Korean bank and insurance employees, research model and hypotheses were tested. Data analysis was performed using structural equation modeling and the hierarchical regression model. Findings – The results showed that supervisor and co-worker undermining have detrimental influences on the service employee's perceived fit with job. P-J fit has a positive effect on employees' boundary-spanning behavior and this relationship was positively moderated by the employee's prevailing perception of organizational practices and procedures that have ethical content. Research limitations/implications – This research should be evaluated in light of limitations, one of which is the reliance on cross-sectional data. The generalizability of this research model across settings and across outcome variables is still an open question. The measures of social undermining were based on participant perceptions, and in each case, participants make judgments about their negative behaviors retrospectively. Furthermore, the data were collected in Korea, so generalizing the hypothesized model beyond this setting is limited. Since Korea represents a distinct cultural and economic context, future research could examine the model in different countries. Practical implications – The findings of this study confirm the crucial role of managers in creating an ethical climate where decisions are based on formally stated ethical guidelines. Such guidelines help service employees solve the ethical dilemmas that are common to their positions. These research findings demonstrate that creating an ethical climate is not only the right thing to do but also has significant benefits for both the service employees and the organization. Originality/value – Considering the boundary-spanning role of the service employee, not only the organizational side (supervisor and co-worker undermining), but also the customer is specified as a major source of social undermining.