...ABUSIVE CUSTOMERS CAUSE EMOTIONS TO RUN HIGH ABUSIVE CUSTOMERS CAUSE EMOTIONS TO RUN HIGH ! CASE INCIDENT 2 OF CHAPTER 8 Slide 3: Q) From an emotional labour perspective, how does dealing with an abusive customer lead to stress and burnout? Dealing with day to day complaints is really a hard-hitting job, for a short period of time a person can preserve the patience but later it may lead to exhaustion. As the examples are already given in the case about few customer service representatives who had the effect of their stressful job in their personal lives. Some customers think that the representatives at customer service centre are not human beings and they start to abuse them very badly as if its their fault. The representatives also have emotions and they also do feel, dealing with complaints daily also hits the mind of the representatives and that may lead to exhaustion and a lot of anxiety. That results in anger at home, being rude towards everyone, becoming annoyed on small issues, leads one towards job dissatisfaction, makes one more sensitive and makes one always tensed and lead towards many diseases. Q) If you were a recruiter for a customer service call center, what personally types would you prefer to hire and why ? In other words, what individual differences are likely to affect whether an employee can handle customer abuse on a day to day basis? : ------------------------------------------------- Q) If you were a recruiter for a customer service call center...
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...1. Employee participation is defined as a process of employee involvement designed to provide employees with the opportunity to influence and where appropriate, take part in decision making on matters which affect them in the context of their employment. Employee participation is part of a process of empowerment in the workplace. Empowerment involves decentralising power within the organisation to individual decision makers further down the line. Team working is a key part of the empowerment process and team members are encouraged to make decisions for themselves. Examples of employee participation include: i. quality circles or project groups in which employees work on projects where considerable responsibility is delegated to the team. You often see this in industrial manufacturing companies for assembling products ie. cars. ii. Suggestion system - where employees are given channels to provide suggestions or new ideas to managers within the organisation. iii. Team meetings or town halls where employees are encouraged to share ideas freely without retribution from management. iv. Delegation of responsibility within the organisation. In modern organisations the entry level employees need to be given considerable responsibility because they are often the face of the company. Their direct contact with customers on a day-to-day basis is where many customers form their image and opinion of a company. Furthermore, these employees feedback are often critical...
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..... 7 5. Recommendations for Problematic Emotional Labour.............8 Creating ‘Downtime’………………………….…………………………….......... 8 Calming Strategies………………………………………………………………... 9 Cognitive Restructuring…………………………………………………………... 9 6. Conclusion…………………………………….……………….. 10 7. References….………………………………….……………….. 11 1. Introduction “Every time you see a guest, smile and offer an appropriate hospitality comment. Speak to every guest in a friendly, enthusiastic and courteous tone and manner”, staff at Sheraton Hotel said (Boella & Goss-Turner, 2013, p. 275). Employers recruiting in the service industry expect workers interacting with customers to display certain emotional skills, such as emotional intelligence, cheerfulness, enthusiasm, warmth, friendliness, and confidence. The interaction between the service provider and customer is the core of a...
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...All work is emotional work. Discuss. Emotions are described as reactions to objects or situations, whereas emotions in the workplace, for instance emotional labour, are referred to as organisationally desired emotions during interpersonal transactions that employees express. Emotion at work, as describe by many researchers, can push individuals to behave in unusual ways and for this reason, organizations have tried to curb the level of emotion that is displayed at the workplace. Often, the problem that most management teams have is in finding the right balance between the levels of emotions that can be displayed within their company and how stringent should their rules be to ensure that emotional displays are curbed. The management teams across organizations are often accuse of being insensitive towards the needs of their employees, where they have been so occupied with trying to maintain a certain degree of discipline in which they have failed to recognize the emotional issues that creep into individuals. According to Hochschild (1983), emotion involves the physical coordination of the body, the mental planning of actions, and the emotional inducement or suppression of feelings. He defines emotional labour as the use of techniques in emotion management, or emotion work, to control the emotions that are expressed as an integral part of a particular process of labour. Emotional labour are undertaken whenever a job requires one to induce or suppress feeling in order to sustain...
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...225–236 Contents lists available at ScienceDirect International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman Employee performance outcomes and burnout following the presentation-of-self in customer-service contexts Catherine Prentice a,∗ , Po-Ju Chen b , Brian King c a b c Faculty of Business and Enterprise, Swinburne University, Melbourne, Victoria, Australia Rosen College of Hospitality Management, University of Central Florida, Florida, FL, USA SHTM, Hong Kong Polytechnic University, Hong Kong, Hong Kong a r t i c l e i n f o Keywords: Burnout Occupational commitment Emotional intelligence Emotional labour Organizational citizenship behaviour Task performance Moderation a b s t r a c t This study examines how emotional intelligence and occupational commitment have a moderating effect on the relationship between emotional labour and its potential outcomes. Two acting strategies reflect emotional labour, namely surface and deep acting, with burnout and performance as the prospective outcomes. Burnout is operationalized into emotional exhaustion, depersonalization and diminished personal achievement; whereas performance is operationalized into task performance and organizational citizenship behaviour (OCB). The study investigates employee responses from several tourism and hospitality organizations in Florida, USA. The results show that emotional labour relates most positively to task performance...
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...Task-Relationship-Self: A Framework for Understanding Service Encounter Behaviors Graham L. Bradley and Beverley A. Sparks Griffith University Dieter Zapf Goethe University Janet R. McColl-Kennedy and Nerina L. Jimmieson The University of Queensland ABSTRACT Research conducted over past decades has investigated selected service encounter behaviors from either a customer or service provider perspective. However, a comprehensive, dual-perspective framework is lacking. Such a framework is needed to organize knowledge of these behaviors, and thereby provide structure, clarity, and parsimony to the field. This paper describes a three-tier framework of service encounter behavior that was developed by applying grounded theory principles to interviews with customers, service employees, and other stakeholders. These informants described many ways in which they behave when executing service exchanges, dealing with service difficulties, and managing themselves in the process. Using an iterative inductive approach, a conceptual framework was developed in which specific (Tier 1) behaviors were placed within broader (Tier 2) categories, and these lower classification levels were, in turn, interpreted within a conceptual space defined by the (Tier 3) dimensions of task, relationship, and self. This framework was then elaborated and refined by reference to the psychology and marketing literature, a set of 157 audio-recorded service interactions, and an expert panel study. The paper...
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...MKT2SMA Service Marketing Semester 3, 2011 Coogee Sand Hotel & Apartment Qian Yi STU ID: QIYIF113 You Liang STU ID: YOLIF111 16 January 2012 Table of Contents 1. Acknowledgements 3 2. Executive Summary 4 3. Coogee Sands Hotel & Apartment’s corporate and marketing objectives 5 4. Situation Analysis6-10 5. Customer Analysis11-12 6. Service Product Analysis13 7. Current Pricing Strategies 14 8. Current Promotional Strategies 15 9. Service blueprint and problem allocation16 10. Analysis of Customer Quality, Satisfaction, Perceived Value and Customer Retention Efforts17-18 11. Internal Marketing19 12. Marketing Strategy20 13. Budgets21 14. Implementation22 15. Evaluation and Control23 16. References24-25 1. Acknowledgments It is with deep gratitude that I have to thank my friend, the HR manager of Coogee Sands Hotel & Apartment, Tao weining for his support and continuous help throughout this whole report. With his expertise in Coogee Sands, he provided me numerous of valuable information and ensures the success completion of this report. I have to thank our group mate and friends, who contributed to the information collection. This report would have never been finished without their assistance. 2. Executive Summary This report states Coogee Sands Hotel & Apartment’s marketing objectives, analyses the current situation that Coogee Sands faces. This report also provide...
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...Employee Portfolio-Management Plan Sammie Jay MGT/311 8/25/2014 N.N. Employee Portfolio-Management Plan Characteristics play an important role in finding the right person to fill a position in an organization. The management team not only has to find someone who can perform the requirements of the position successfully, but they must also choose someone who will be a team player, get along well with the other team members, work hard and diligently to complete their assignments and be open minded to new ideas and people. If the position is a management position those involved in the hiring process must be sure the person they hire is able to motivate and inspire others. How Employee Characteristics Affect the Performance of the Organization Employee characteristics play a large role in the performance of an organization. The three employees that completed the assessments all show strengths in being mostly in touch with their emotions, are happy and are able to focus on their work. They each have strengths in making good judgments and being empathetic towards others. These characteristics could come in very handy for an organization. Emotions are contagious. If one employee is happy and energetic it can inspire other workers to change their poor attitudes into good attitudes. The more good vibes that are given by employees the more they spread. Good attitudes help increase customer service and inspire new ideas and motivation. If a manager is...
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...Service Processes and People: Customer Experience Analysis June 3, 2012 Abstract In an article written by Chris Young of the Rainmaker Group Inc., (2008), “having a clear understanding of a customer's emotional involvement with a product or service can go a long way in helping to create a positive and memorable customer experience. Often organizations do not fully understand the high level of emotional attachment a customer may have in or with a product or service provided. The truth of the matter is that it could not be more important that organizations understand these emotions, as they are often the foundation to creating a “WOW!” customer experience. Conversely, failing to understand these emotions can cause an organization to unwittingly harm a customer and lose them for life.” Therefore the personal customer experience encountered at two organizations will be described through out this paper. If you had a formal, semi-formal, business event, or just needed professional attire to attend and needed to buy an outfit where would you go? If you choose to go to Nordstrom Department Store or the store Black and White, do not expect to be greeted with a smile if you do not look the part of a person of wealth, economic status, and maybe cultural or race majority. Excellent service is defined as satisfying the customer and meeting the strategic intention of the organization (Johnston & Clark, 2008, p. 182). Neither one of these establishments when visited utilized...
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...work is the control of feelings and emotions to create an observable facial and bodily display (Hochschild 1983). This means that workers evokes or suppresses certain emotions to allow their visible behaviours to conform to social norms as required by the situation. Given the growth of the service sector (Lovelock et al. 2008), the importance of emotional work is critical in achieving service excellence and customer loyalty. The service sector, which includes sales jobs for the purpose of this essay, is defined as economic activities where customers expect to obtain value by accessing labour, professional skills and goods (Lovelock et al. 2008). This essay will examine the term emotional work and its relevance to the service sector. Arlie Hochschild (1983) first introduced the term emotional work in her book called “The Managed Heart”. She argues that emotional work is a gesture in everyday social exchanges that applies both socially and professionally. The term emotional work is further described in the book as the management of emotions with an underlying motive to make profit by organizations in a ‘service-producing society’ (Hochschild 1983). It can, therefore, play an important role in the delivery of service. Through their study of hospitality organizations, Johansson and Woods (2002) showed that emotions play a critical role in the delivery of service excellence and customer loyalty. The importance of emotional work in the service sector can also be understood by comparing...
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...showed that servicescape is vital in many social organizations, for example: restaurant and hotel, etc. Also, the servicescape is relied on heavily because this social organization requires a successful first impression to attract customer for business. The offer is clear. The cognitive and emotion are important factors in Human and if organization has a deeper understanding of these elements services will be upgrated. Moreover, there are so many materials to quote that the servicescape how to influence the behavior, it is social interaction between customer and customer, employee to employee, employee to customer, it includes approach and avoidance. And the servicescape is an important research that the...
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...WPS05 Employee Engagement SIES College of Management Studies Working Paper Series The Working Paper Series would attempt to disseminate the findings of research in specific areas and also to facilitate discussions and sharing of perspectives and information about the identified areas. The papers carry the names of the authors and should be cited accordingly. The views, findings, and interpretations expressed in this paper are entirely those of the authors. They do not represent the views of SIESCOMS and its management. These working papers would be available online at www.siescoms.edu. No part of the paper can be reproduced in any form without the prior permission of the author. However, they can be quoted by citing the reference. 1 Working Paper 05/07 Employee Engagement Nitin Vazirani Dean in OB and HR SIES College of Management Studies Nerul nitin@siescoms.edu Abstract Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies...
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...in general, inherently true. Now with a worldwide market, companies must employ emotional and associative ads and appeals to create a competitive advantage. Ingrid Smithey Fulmer and Bruce Berry discuss in their article, “Managed Hearts and Wallets: Ethical Issues in Emotional Influence By and Within Organizations,” the emotional appeals by businesses internally to employees and stakeholders, and externally to customers. A critical analysis of Fulmer and Barry’s article points out that, while the issues are many and not wholly backed up, they are logically believable and concisely argued. The article begins by defining important terms such as “mood” and “affect,” and describing the origins of emotion and logic. This provides a nice background to increase the understandability of their arguments, and it also illustrates the differences in words such as “mood” and “emotion.” Fulmer and Barry then highlight research on how emotions can be shaped and how they can affect organizational settings. This research sets up the arguments on why organizations use emotion and emotional appeals. Finally, the authors delve into their central question...
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...Understanding the role of perceptions, personality and emotions in the workplace Perceptions, personality and emotions cannot be ignored when discussing the workplace because quite simply, the workplace is made up of people who come with different personalities, subject to different emotions and ways of looking at things. A successful company will understand this and its managers will work to create a positive atmosphere. Emotions, personalities and perceptions all have an effect on how employees interact with one another, how decisions are made, how managers are able to motivate their employees to increase productivity, and how conflicts and negotiations are handled. It stands to reason that if employees are happy and enjoy coming to work then they will be more productive. According to Barsade and Gibson, “…the evidence is overwhelming that experiencing and expressing positive emotions and moods tends to enhance performance at individual, group, and organizational levels” (Barsade & Gibson, 2007). Frost describes a mechanism of “emotional contagion” where when the leaders express positive emotions, the staff will be influenced by this and the outcomes tend to be positive (Frost, 2004). It would stand to reason then, that in a company with displays of negative emotions, the opposite would result. Affect is an umbrella term used by Barsade and Gibson as a range of discrete emotions (fear, anger, joy), moods (cheerful, sad), dispositional traits (negative, upbeat)...
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...Problem Identification The overall issue in this case is employee dissatisfaction in the workplace due to the frustrating and stressful environment in which they are immersed in daily. This tension ends up having harsh personal effects on employees. These effects show as problematic symptoms to the company and range from emotional distress, indicated by one employee taking her anger out on her roommate at home, to physical ailments exemplified by increased illnesses and stress disability claims amongst these employees. The “Impact on stress on the Canadian economy is huge, costing an estimated $33 billion a year in lost productivity “(Langton et al, 2009, p. 121). This presents a significant problem, broader in scope, to the company in which employee turnaround turnover may be high, thereby minimizing the effectiveness of their employee support system . This paper will provide an analysis of the above mentioned problem and offer recommendations to help minimize the effect of employee dissatisfaction due to a stressful role . Problem Analysis According to the Affective Events Theory (AET) (Langton et al, 2009 , p. 63-4), job satisfaction and performance are directly influenced by positive or negative emotional reactions. Those emotional reactions are in turn formed by a combination of work events such as daily hassles and uplifts, which is affected by the work environment, and personal dispositions such as personalities and moods . The work environment at the call...
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