The effect of customer-initiated justice on customer-oriented behaviors |
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| Affiliation: | 1. James F. Dicke College of Business Administration, Ohio Northern University, Ada, OH 45810, United States;2. Department of Marketing and International Business, Spears School of Business, Oklahoma State University, Stillwater, OK 74078, United States;3. Department of Marketing and Supply Chain Management, Haslam College of Business, University of Tennessee, Knoxville, TN 37996, United States;1. Curtin University, School of Marketing, GPO Box U1987, Perth, Western Australia 6845, Australia;2. Delhi Technological University, Delhi School of Management, Bawana Road, Shahbad Daulatpur, New Delhi 110042, Delhi, India;1. Northumbria University, Newcastle Business School, City Campus East, Newcastle upon Tyne NE1 8ST, UK;2. University of Vienna, Department of Economic Psychology, Educational Psychology and Evaluation, Universitätsstraße 7 (NIG), 1010 Vienna, Austria;3. EBC University, Grafenberger Allee, 40237 Duesseldorf, Germany;4. Zeppelin University, Chair of Innovationmanagement, Am Seemooser Horn 20, 88045 Friedrichshafen, Germany;5. University of Duesseldorf, Chair of Marketing, Universitaetsstr.1, 40225 Duesseldorf, (Germany);1. Raymond J. Harbert College of Business, Auburn University, 248 Lowder Hall, Auburn, AL 36849, United States;2. Eli Broad College of Business, Michigan State University, East Lansing, MI 48824, United States;3. E.J. Ourso College of Business, Louisiana State University, Baton Rouge, LA 70803, United States |
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| Abstract: | Researchers have been thorough in their examination of the influence of organizational factors (e.g., supervisors, climate) on employees' perceptions of justice in the workplace. However, much less effort has been directed toward understanding how factors external to the organization – namely, customers – influence perceived justice. This represents an important omission because frontline employees are often held accountable for customer satisfaction which, ultimately, may depend on customers' initial treatment of frontline employees. The research reported herein explores this possibility by proposing that (1) customer interpersonal justice enhances employee-customer fit, (2) customer informational justice increases both employee-customer fit and self-efficacy, and (3) employee-customer fit and self-efficacy interact in prediction of frontline employee customer-oriented behaviors. The results affirm the proposed relationships and thus provide initial evidence that employee-customer fit and self-efficacy mediate the effects of perceived customer-justice on customer-oriented behaviors; the implications of these findings for theory and practice are discussed. |
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