Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates
In this study, we examine frontline employees in a multifoci approach for clarifying relationships between social stressors caused by supervisors, colleagues and customers, and turnover intentions, sick leave and service sabotage. The study also considers caring climates and service climates for mod...
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| Veröffentlicht in: | Journal of occupational and organizational psychology 2014-12, Vol.87 (4), p.755-780 |
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| container_title | Journal of occupational and organizational psychology |
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| creator | Kao, Feng-Hsia Cheng, Bor-Shiuan Kuo, Chien-Chih Huang, Min-Ping |
| description | In this study, we examine frontline employees in a multifoci approach for clarifying relationships between social stressors caused by supervisors, colleagues and customers, and turnover intentions, sick leave and service sabotage. The study also considers caring climates and service climates for moderating effects. Data were collected from 420 frontline employees and 30 supervisors in 30 hotels in the hospitality industry. Hierarchical linear model analysis confirmed that supervisor‐caused stressors were more strongly related to turnover intention; colleague‐caused stressors were more strongly related to sick leave; and customer‐caused stressors were more strongly related to service sabotage. In addition, caring climates moderated the relationships between supervisor‐ and customer‐caused stressors and turnover intentions. Service climates moderated the relationships between supervisor‐ and customer‐caused stressors and service sabotage. The findings corroborate the target similarity model. The implications of this study for research and practice are discussed.
Practitioner points
The study should help managers understand why employees display withdrawal or sabotage behaviours. Managers should examine social stressors precisely and carefully to find the best ways to decrease employees' negative behaviours.
Establishing both caring climates and service climates in organizations will help prevent employees' turnover intention or service sabotage. |
| doi_str_mv | 10.1111/joop.12073 |
| format | Article |
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Practitioner points
The study should help managers understand why employees display withdrawal or sabotage behaviours. Managers should examine social stressors precisely and carefully to find the best ways to decrease employees' negative behaviours.
Establishing both caring climates and service climates in organizations will help prevent employees' turnover intention or service sabotage.</description><identifier>ISSN: 0963-1798</identifier><identifier>EISSN: 2044-8325</identifier><identifier>DOI: 10.1111/joop.12073</identifier><language>eng</language><publisher>Biggleswade: Blackwell Publishing Ltd</publisher><subject>Biological and medical sciences ; Caregiving ; Customers ; Data collection ; Employees ; frontline employees ; Fundamental and applied biological sciences. Psychology ; Hospitality industry ; Hotels & motels ; Job performance ; Linear analysis ; Linear models ; Mental stress ; Occupational psychology ; Organizational behaviour ; organizational climate ; Psychological factors ; Psychology. Psychoanalysis. Psychiatry ; Psychology. Psychophysiology ; Sabotage ; service sabotage ; Sick leave ; social stressors ; Supervisors ; Turnover ; withdrawal behaviour ; Work condition. Job performance. Stress</subject><ispartof>Journal of occupational and organizational psychology, 2014-12, Vol.87 (4), p.755-780</ispartof><rights>2014 The British Psychological Society</rights><rights>2015 INIST-CNRS</rights><rights>Copyright © 2014 The British Psychological Society</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4723-7d70e93a656608f9669778c7d995b466dda43aeb2afe2b10680893926b0627e33</citedby><cites>FETCH-LOGICAL-c4723-7d70e93a656608f9669778c7d995b466dda43aeb2afe2b10680893926b0627e33</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://onlinelibrary.wiley.com/doi/pdf/10.1111%2Fjoop.12073$$EPDF$$P50$$Gwiley$$H</linktopdf><linktohtml>$$Uhttps://onlinelibrary.wiley.com/doi/full/10.1111%2Fjoop.12073$$EHTML$$P50$$Gwiley$$H</linktohtml><link.rule.ids>314,777,781,1412,27905,27906,30980,45555,45556</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=28882784$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Kao, Feng-Hsia</creatorcontrib><creatorcontrib>Cheng, Bor-Shiuan</creatorcontrib><creatorcontrib>Kuo, Chien-Chih</creatorcontrib><creatorcontrib>Huang, Min-Ping</creatorcontrib><title>Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates</title><title>Journal of occupational and organizational psychology</title><addtitle>J Occup Organ Psychol</addtitle><description>In this study, we examine frontline employees in a multifoci approach for clarifying relationships between social stressors caused by supervisors, colleagues and customers, and turnover intentions, sick leave and service sabotage. The study also considers caring climates and service climates for moderating effects. Data were collected from 420 frontline employees and 30 supervisors in 30 hotels in the hospitality industry. Hierarchical linear model analysis confirmed that supervisor‐caused stressors were more strongly related to turnover intention; colleague‐caused stressors were more strongly related to sick leave; and customer‐caused stressors were more strongly related to service sabotage. In addition, caring climates moderated the relationships between supervisor‐ and customer‐caused stressors and turnover intentions. Service climates moderated the relationships between supervisor‐ and customer‐caused stressors and service sabotage. The findings corroborate the target similarity model. The implications of this study for research and practice are discussed.
Practitioner points
The study should help managers understand why employees display withdrawal or sabotage behaviours. Managers should examine social stressors precisely and carefully to find the best ways to decrease employees' negative behaviours.
Establishing both caring climates and service climates in organizations will help prevent employees' turnover intention or service sabotage.</description><subject>Biological and medical sciences</subject><subject>Caregiving</subject><subject>Customers</subject><subject>Data collection</subject><subject>Employees</subject><subject>frontline employees</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Hospitality industry</subject><subject>Hotels & motels</subject><subject>Job performance</subject><subject>Linear analysis</subject><subject>Linear models</subject><subject>Mental stress</subject><subject>Occupational psychology</subject><subject>Organizational behaviour</subject><subject>organizational climate</subject><subject>Psychological factors</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><subject>Sabotage</subject><subject>service sabotage</subject><subject>Sick leave</subject><subject>social stressors</subject><subject>Supervisors</subject><subject>Turnover</subject><subject>withdrawal behaviour</subject><subject>Work condition. Job performance. Stress</subject><issn>0963-1798</issn><issn>2044-8325</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2014</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><recordid>eNp9kM1uEzEUhS0EEiGw4QksISSEOsU_E_-wKxUUUEUqEYrExvJ4rluHyTi1HULeHqcpXbDgbixdfefT9UHoOSXHtM6bZYzrY8qI5A_QhJG2bRRns4doQrTgDZVaPUZPcl6SOrKVE3TztSTIOaZ8hLehXPfJbu1whO3Y42y7WOwV4DBin-JYhjAChtV6iDuA_BYvrgGvYg_JljBeYfAeXMk4euxs2m9uLZB-BQfYDWFlC-Sn6JG3Q4Znd-8UffvwfnH6sTmfn306PTlvXCsZb2QvCWhuxUwIorwWQkupnOy1nnWtEH1vW26hY9YD6ygRiijNNRMdEUwC51P06uBdp3izgVzMKmQHw2BHiJtsaPUSznRNTdGLf9Bl3KSxXmcYIZq1FaSVen2gXIo5J_BmneqX0s5QYvbtm3375rb9Cr-8U9rs7OCTHV3I9wmmlGJStZWjB24bBtj9x2g-z-cXf93NIRNygd_3GZt-GiG5nJnvX87M4uLdD7kgl-aS_wH_0KNZ</recordid><startdate>201412</startdate><enddate>201412</enddate><creator>Kao, Feng-Hsia</creator><creator>Cheng, Bor-Shiuan</creator><creator>Kuo, Chien-Chih</creator><creator>Huang, Min-Ping</creator><general>Blackwell Publishing Ltd</general><general>British Psychological Society</general><scope>BSCLL</scope><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7QJ</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope></search><sort><creationdate>201412</creationdate><title>Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates</title><author>Kao, Feng-Hsia ; Cheng, Bor-Shiuan ; Kuo, Chien-Chih ; Huang, Min-Ping</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4723-7d70e93a656608f9669778c7d995b466dda43aeb2afe2b10680893926b0627e33</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Biological and medical sciences</topic><topic>Caregiving</topic><topic>Customers</topic><topic>Data collection</topic><topic>Employees</topic><topic>frontline employees</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Hospitality industry</topic><topic>Hotels & motels</topic><topic>Job performance</topic><topic>Linear analysis</topic><topic>Linear models</topic><topic>Mental stress</topic><topic>Occupational psychology</topic><topic>Organizational behaviour</topic><topic>organizational climate</topic><topic>Psychological factors</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><topic>Sabotage</topic><topic>service sabotage</topic><topic>Sick leave</topic><topic>social stressors</topic><topic>Supervisors</topic><topic>Turnover</topic><topic>withdrawal behaviour</topic><topic>Work condition. Job performance. Stress</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Kao, Feng-Hsia</creatorcontrib><creatorcontrib>Cheng, Bor-Shiuan</creatorcontrib><creatorcontrib>Kuo, Chien-Chih</creatorcontrib><creatorcontrib>Huang, Min-Ping</creatorcontrib><collection>Istex</collection><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><jtitle>Journal of occupational and organizational psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Kao, Feng-Hsia</au><au>Cheng, Bor-Shiuan</au><au>Kuo, Chien-Chih</au><au>Huang, Min-Ping</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates</atitle><jtitle>Journal of occupational and organizational psychology</jtitle><addtitle>J Occup Organ Psychol</addtitle><date>2014-12</date><risdate>2014</risdate><volume>87</volume><issue>4</issue><spage>755</spage><epage>780</epage><pages>755-780</pages><issn>0963-1798</issn><eissn>2044-8325</eissn><abstract>In this study, we examine frontline employees in a multifoci approach for clarifying relationships between social stressors caused by supervisors, colleagues and customers, and turnover intentions, sick leave and service sabotage. The study also considers caring climates and service climates for moderating effects. Data were collected from 420 frontline employees and 30 supervisors in 30 hotels in the hospitality industry. Hierarchical linear model analysis confirmed that supervisor‐caused stressors were more strongly related to turnover intention; colleague‐caused stressors were more strongly related to sick leave; and customer‐caused stressors were more strongly related to service sabotage. In addition, caring climates moderated the relationships between supervisor‐ and customer‐caused stressors and turnover intentions. Service climates moderated the relationships between supervisor‐ and customer‐caused stressors and service sabotage. The findings corroborate the target similarity model. The implications of this study for research and practice are discussed.
Practitioner points
The study should help managers understand why employees display withdrawal or sabotage behaviours. Managers should examine social stressors precisely and carefully to find the best ways to decrease employees' negative behaviours.
Establishing both caring climates and service climates in organizations will help prevent employees' turnover intention or service sabotage.</abstract><cop>Biggleswade</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1111/joop.12073</doi><tpages>26</tpages></addata></record> |
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| ispartof | Journal of occupational and organizational psychology, 2014-12, Vol.87 (4), p.755-780 |
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| source | Wiley Online Library Journals Frontfile Complete; Business Source Complete; Applied Social Sciences Index & Abstracts (ASSIA) |
| subjects | Biological and medical sciences Caregiving Customers Data collection Employees frontline employees Fundamental and applied biological sciences. Psychology Hospitality industry Hotels & motels Job performance Linear analysis Linear models Mental stress Occupational psychology Organizational behaviour organizational climate Psychological factors Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Sabotage service sabotage Sick leave social stressors Supervisors Turnover withdrawal behaviour Work condition. Job performance. Stress |
| title | Stressors, withdrawal, and sabotage in frontline employees: The moderating effects of caring and service climates |
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