Marissa Orlowski

Customer and Employee Incivility and Its Causal Effects in the Hospitality Industry

ABSTRACT The present research sought to understand customer and employee incivility in the hospitality industry. The study identified customer actions that are perceived as uncivil by employees and coping strategies used by employees after experiencing uncivil behavior. Finally, service-recovery situations are differentiated from security-related incidents and guidance is offered to hospitality managers regarding the minimization of customer incivility. An empirical survey was distributed to 297 hotel employees. Regression analysis indicated that the effects of customer incivility were an increase in: customer aggression, employee negative emotions, employee-to-customer incivility, employee-to-employee incivility, and employee sensitivity to uncivil acts. The effects of employee-to-employee incivility were increased customer aggression and negative emotions, but decreased sensitivity to uncivil acts. Uncivil behaviors by customers included insulting comments, anger, frustration, verbal attacks, and condescending behavior. The identification of uncivil behaviors and their effects can assist in training staff in identifying and managing such actions and in devising mitigation strategies.

Let’s ‘Meetup’ at the theme park

Many people enjoy theme park and other leisure experiences with their families; however, today a great number of single, geographically mobile individuals desire to partake in such experiences. ‘Meetup’ is the world’s largest social network of local groups and thus allows for both online and off-line (in person) interactions. Using an ethnographic approach, this study examines how individuals can enjoy activities centered on common activities, interests, and opinions (AIO) via immersion in a Meetup group over the course of a year. Notably, members visited with greater frequency, had less tolerance for long lines, and were more likely to attend special events, eat at specialty restaurants, and consume alcohol. Group members also exchanged travel advice and both contributed and detracted from the enjoyment of the theme park experience. Membership in this Meetup group increased the frequency of visits and deeper exploration of the theme park resort, thus improving behavioral loyalty among annual pass holders. Managers can learn from these online communities to foster interactions among their guests and better target this new market.

Consumer-led experience customization: A socio-spatial approach

Adopting a socio-spatial approach, this study develops a consumer-centric conception of service experience customization. In contrast to existing service customization research, which has focused on company-centric approaches, the purpose of this paper is to examine the practices through which consumers use, abuse, subvert, transform, or complement organizational resources to construct their consumption experiences.,The empirical context for this study is a Meetup group: a consumer network organized around members’ shared interests and activities in theme parks. The research utilized participant observation of members’ face-to-face activities during two years and over 80 events, interviews with key informants, and content analysis of online interactions.,The findings outline how consumers interact across physical and virtual spaces utilizing technologies and material objects. The data are used to propose a new consumer-centric conceptualization of experience customization, distinguishing between three modes: collaborative co-production, cooperative co-creation, and subversive co-creation.,It is argued that the three modes of customization provide a way to understand how consumers mobilize and (re)deploy organizational resources to create experiences that may complement existing service propositions, but may also transform them in ways that challenge the service provider’s original goals and expectations. Furthermore, this study identifies the factors that shape which modes of customization are possible and how they are enacted. Specifically, the discussion examines how experiential complexity, governability, the compatibility of consumer and organizational practices, and the collective mobilization of resources may determine the scope and form of customization.

Commitment and conflict in the restaurant industry: Perceptions from the Generation Y viewpoint

ABSTRACT This study investigates Generation Y restaurant employees’ perceptions of conflict and the extent to which the presence of management team conflict influences employee organizational commitment. Regression analysis found that perceptions of task and process conflict negatively impact organizational commitment, while relationship conflict was not found to have a statistically significant impact on organizational commitment. This study represents the first attempt to understand the carryover effects of management team conflict on employees and offers insights into the perceptions of the Generation Y restaurant worker. Theoretical and managerial implications of the empirical findings as well as directions for future research are discussed.

Social evaluations of restaurant managers: the effects on frontline employees’ job attitudes and turnover intentions

This paper aims to examine the effects of restaurant managers’ warmth and competence on employees’ turnover intentions mediated by job satisfaction and organizational commitment. The study aims to enhance existing literature related to the influence of social perceptions that casual dining restaurant employees may adopt regarding their restaurant managers.,The data came from 781 employees of a large US-based casual dining restaurant franchise group that owned 43 restaurants. Exploratory and confirmatory factor analyses were performed, followed by multilevel path and post hoc mediation analyses, to assess the effects of the proposed model.,Results demonstrated that managers’ warmth and competence represented a single factor, instead of two distinct constructs, thus contradicting several sociopsychological studies. Moreover, managers’ warmth and competence had an indirect influence on employees’ turnover intentions through both job satisfaction and organizational commitment.,Knowing that employees develop improved job attitudes and lower turnover intentions when they evaluate their managers as warm and competent individuals, restaurant operators should focus on both of these social characteristics when designing interviewing processes, management training, and performance appraisal programs.,By studying a casual dining restaurant franchise group that operates a single brand, thus minimizing variation in policies and procedures, this paper fulfills an identified need to examine two fundamental social dimensions that people often use in professional settings, and which have not been vastly studied in organizational behavior or hospitality literature.

Contemporary perspectives in leisure: meanings, motives and lifelong learning

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