Customer emotions in service failure and recovery encounters

Emotions play a significant role in the workplace, and considerable attention has been given to the study of employee emotions. Customers also play a central function in organizations, but much less is known about customer emotions. This chapter reviews the growing literature on customer emotions in employee–customer interfaces with a focus on service failure and recovery encounters, where emotions are heightened. It highlights emerging themes and key findings, addresses the measurement, modeling, and management of customer emotions, and identifies future research streams. Attention is given to emotional contagion, relationships between affective and cognitive processes, customer anger, customer rage, and individual differences

A New Look at Emotional Intelligence: A Dual-Process Framework

In this article, the author provides a framework to guide¦research in emotional intelligence. Studies conducted up¦to the present bear on a conception of emotional intelligence¦as pertaining to the domain of consciousness and¦investigate the construct with a correlational approach.¦As an alternative, the author explores processes underlying¦emotional intelligence, introducing the distinction¦between conscious and automatic processing as a potential¦source of variability in emotionally intelligent¦behavior. Empirical literature is reviewed to support the¦central hypothesis that individual differences in emotional¦intelligence may be best understood by considering¦the way individuals automatically process emotional¦stimuli. Providing directions for research, the author¦encourages the integration of experimental investigation¦of processes underlying emotional intelligence with¦correlational analysis of individual differences and¦fosters the exploration of the automaticity component¦of emotional intelligence

A New Look at Emotional Intelligence: A Dual-Process Framework

In this article, the author provides a framework to guide¦research in emotional intelligence. Studies conducted up¦to the present bear on a conception of emotional intelligence¦as pertaining to the domain of consciousness and¦investigate the construct with a correlational approach.¦As an alternative, the author explores processes underlying¦emotional intelligence, introducing the distinction¦between conscious and automatic processing as a potential¦source of variability in emotionally intelligent¦behavior. Empirical literature is reviewed to support the¦central hypothesis that individual differences in emotional¦intelligence may be best understood by considering¦the way individuals automatically process emotional¦stimuli. Providing directions for research, the author¦encourages the integration of experimental investigation¦of processes underlying emotional intelligence with¦correlational analysis of individual differences and¦fosters the exploration of the automaticity component¦of emotional intelligence

Employee workplace effectiveness : implications for performance management practices and research

This article discusses the implications for senior managers and human resource management (HRM) specialists of operating a performance management system that takes into account employee workplace effectiveness. Performance management systems need to be compatible with, and complemented by, other HRM systems. If sub-par employee performance is diagnosed to reflect shortcomings of organizational culture, this is a call to top management to indicate, through acts of leadership, their commitment to building a culture that expects and values citizenship, emotional labor and intelligence, and ethics. At the level of organization, collective capabilities, such as gaining the trust of customers, or arriving at tailored solutions through cross-functional collaboration, may reflect core competencies that draw upon the non-task performance domains to provide sustained competitive advantage. A major contemporary challenge for strategic HRM is to realize the full gamut of capabilities and core competencies of organizations and their members. It is suggested that in order to achieve this, employee performance management systems should not focus narrowly on task performance, should emphasize employee development rather than control, and should consider judgments from all sides about employees\u27 actual and potential contributions in the supporting performance domains of citizenship, emotions, and ethics

Building a climate of trust during organizational change: The mediating role of justice perceptions and emotion

Over the years, research has shown that, although there are various factors which contribute to failed change, one of the key reasons people resist change is due to the inability of leaders to convince employees to support change and to commit the energy and effort necessary to implement it. Senior management can ensure an organization is change-ready by developing and maintaining a supportive culture and climate that positively influence the emotional health and welfare of employees. Despite the obvious importance of leadership to change efforts, little previous research has investigated, holistically and in the context of major change, the relationship between senior management actions and employee responses. Furthermore, the change literature largely ignores the role that emotions play in employee responses to change initiatives. This chapter addresses both areas, and develops a model of organizational change from a justice and emotions perspective, which depicts employees’ justice perceptions related to senior executives as affecting trust directly and indirectly, through associated emotional responses