(LUẬN văn THẠC sĩ) influence of problematic customers on employees emotional exhaustion and turnover intentions

Research background

Since 1909, the famous motto of Harry Gordon Selfridge about customer satisfaction

The phrase "the customer is always right" underscores the importance of addressing customer complaints and prioritizing customer satisfaction as a key factor in organizational success Research has demonstrated a strong correlation between customer satisfaction and business performance at both the firm and macro levels (Williams & Naumann, 2011) To meet customer expectations, employees undergo extensive training; however, the pressure to fulfill these demands can lead to stress For instance, in Vietnam, employee intent to remain with their organizations is notably lower compared to other countries in the Asia Pacific Region, despite higher levels of employee engagement in Vietnamese companies (Ruge, 2011).

In February 2011, high employee turnover rates, particularly in Business, Technical Support, and Production Operations, were attributed to excessive workload and job pressure, with averages ranging from 12% to 17%.

The Vietnam labor market emphasizes the importance of customer-facing positions, highlighting that job satisfaction extends beyond security and benefits Employees seek environments where they feel respected and safeguarded against verbal abuse, threats, or physical violence, underscoring the need for a supportive workplace culture.

Employee engagement is often overlooked by organizations, with a primary focus on achieving customer satisfaction, especially in service industries While meeting customer demands is crucial for satisfaction, it is impossible to fulfill every expectation immediately, leading to potential customer dissatisfaction Larger customers tend to be more demanding and can exhibit unreasonable behavior, exacerbated by the belief that "the customer is always right." Unfortunately, many studies on customer-employee relationships, particularly in Vietnam, have neglected the emotional well-being of employees, focusing instead on customer behavior This oversight can lead to emotional exhaustion among customer service representatives, impacting their commitment to customer-oriented tasks and potentially increasing employee turnover Managers play a vital role in addressing customer complaints and resolving issues, with organizational support and perceived justice potentially moderating these challenges and improving work-related attitudes.

Managers face the challenge of low organizational performance due to emotional exhaustion among employees Research indicates that employee engagement significantly enhances business performance, leading to improved return on assets (ROA), profits, and market value that surpass the costs of asset replacement (Schneider et al., 2009) High employee retention is crucial, as hiring and training new employees can be costly and time-consuming, particularly if they do not meet the standards of their predecessors This instability in service quality can lead to decreased productivity and customer dissatisfaction While studies in China have explored the relationship between customer behavior and employee emotional responses on service quality and business performance, similar research remains scarce in Vietnam, highlighting a gap in understanding this critical issue.

Research problem

In today's competitive landscape, businesses recognize the critical importance of customers for their success and sustainability Vietnamese organizations are no exception, understanding the necessity of thorough research across multiple facets of their operations This includes examining the interactions between customers and customer service representatives, who play a vital role in delivering care and support.

Unfortunately, as mentioned previously in the last session, for Vietnam market, there are a large number of local studies from clients’ perspective but not so many from employees’ side

Understanding the impact of demanding customers on staff is crucial for businesses These interactions can significantly influence employee emotions and potentially lead to higher turnover intentions Addressing this issue effectively is essential to maintain a positive work environment and reduce employee attrition.

Therefore, it is indispensable to investigate influence of problematic customers on employee’s emotional exhaustion and turnover intentions.

Research objectives

This research aims to identify and analyze the key factors influencing employees' emotional exhaustion and commitment to customer-oriented activities in Vietnam's competitive customer service environment By focusing on employee engagement, the study seeks to uncover the essential elements that impact both employee well-being and their dedication to delivering exceptional service.

 To determine factors of problematic customers and their influences

 To examine the possible outcomes of customers on employees emotionally and physically.

Research scope

This study invites employees from the customer service sector, particularly those who interact directly with clients, to participate in research Given the six-month time frame, the focus is narrowed to individuals working in Ho Chi Minh City, Vietnam's largest and most dynamic city.

Research contributions and implications

This study explores how problematic customers affect employees' emotional responses and the extent of this influence It also examines organizational strategies for addressing customer-related issues and their impact on employee satisfaction The findings aim to provide valuable insights for businesses to enhance both employee commitment and customer satisfaction.

Structure of the thesis

The article is structured into five chapters, beginning with an overview of the research topic It then delves into a literature review that examines relevant theories and perspectives The methodology, including the validity and reliability of the constructs used, is presented in the third chapter Following this, the data analysis and results are thoroughly discussed Finally, the fifth chapter summarizes the findings and offers recommendations along with suggestions for future research in related areas.

- Chapter 2: Literature review and hypotheses development

Theoretical background

In today's competitive business landscape, organizations strive to gain an edge over their rivals through advanced technologies, superior products, and cost efficiency However, as these advantages can be quickly replicated, companies are increasingly prioritizing customer service to foster long-term profitability (Hartline et al., 2000) Research by Bitner et al (1990) and Keaveney (1995) highlights the critical importance of customer satisfaction in service interactions Nonetheless, challenges arise as some customers exploit their privileges, leading to rudeness and difficult behavior, which can negatively impact both employees and organizations These individuals are often referred to as problematic customers (Yagil, 2008; Grandey et al., 2004).

In 1994, Lovelock introduced the concept of "jay customers," referring to individuals whose negative behaviors adversely impact both the organization and fellow customers This idea has since evolved, with various terms emerging to describe similar phenomena, such as "inappropriate customers" (Strutton et al., 1994) and "consumer misbehavior" (Fullerton and Punj).

Dysfunctional customer behaviors, as identified by Harris and Reynolds (2003), encompass all disruptive actions customers may take against a company, often stemming from dissatisfaction with services or a desire to assert their dominance as valued consumers This perspective aligns with the views of cynical consumers noted by Helm (2006), highlighting the complex motivations behind such behaviors.

In 2004, customer irrationality was categorized into four primary groups: disproportionate customer expectations, ambiguous expectations, disliked customers, and verbal aggression These classifications highlight the distinction between unreasonable demands and the intent to harm employees through verbal communication.

This research focuses on two types of behaviors: "abusive behavior" and "unreasonably demanding behavior" (Poddar and Madupalli, 2012, p.522) Abusive behavior includes the use of offensive language and unjustly penalizing individuals, while unreasonably demanding behavior involves illogical escalation requests to higher management, unrealistic expectations, and asking employees for favors that are not compliant with company policies These definitions will be utilized throughout the study to clarify, measure, and support the research findings.

2.1.2 Problematic customers and Emotional exhaustion

Customer misbehavior is inevitable, leading to three types of employee reactions: emotional, work-related, and physical, particularly in cases of sexual harassment These responses can negatively impact employees' moods, contribute to depression, diminish motivation, and even cause physical harm The lack of energy and time to address these issues can result in heightened emotional exhaustion (Boles et al., 1997) Employees consistently strive for positive interactions with clients, utilizing their best emotional efforts; however, negative experiences with difficult customers can adversely affect their mental resilience (Dallimore et al., 2007).

Recurrent verbal aggression is linked to increased emotional exhaustion, as noted by 2004 research Maslach and Jackson (1981) emphasized that emotional exhaustion is prevalent among individuals in people-oriented professions and is a key indicator of burnout For instance, nurses often perceive aggressive clients as obstacles, leading to heightened stress and burnout (Evers et al., 2001) Customer service officers, who frequently interact with difficult clients, are likely to expend more effort and time managing these interactions, resulting in greater emotional exhaustion.

In this circumstance, we hypothesize that:

H1 – Abusive customers have a negative effect on emotional exhaustion levels of customer service officers

H2 - Unreasonably demanding customers have a negative effect on emotional exhaustion levels of customer service officers

2.1.3 Emotional exhaustion and Turnover intentions for customer-related activities

Overwhelming emotions can lead to various negative consequences in the workplace, including low job performance, decreased productivity, and increased turnover intention (Singh et al 1994) When employees experience emotional exhaustion, they often seek coping mechanisms to protect themselves (Hobfoll and Shirom, 2001) If these feelings persist without resolution, many may consider quitting their jobs as a straightforward solution (Siegall and McDonald, 2004) Turnover intention refers to an employee's desire to change their profession or leave their current company (Schyns, Torka, and Gửssling, 2007) While much of the research on turnover intention focuses on organizational factors, excessive emotional exhaustion can also motivate employees to seek new occupations (Poddar and Madupalli, 2012) In cases where employees wish to remain with their current firm, reducing customer-related activities often becomes a priority Given that turnover intention negatively impacts a company and is influenced by various job-related factors (Babakus et al., 1999), it is essential to explore all potential causes This study proposes the following hypothesis:

H3 – Emotional exhaustion has a negative effect on employee turnover intentions to customer- related activities

2.1.4 Emotional exhaustion and Job satisfaction for customer-related activities

Job satisfaction, as defined by Locke (1976), is a positive emotional state resulting from one’s job or work experience This concept has been extensively studied across various sectors, including sales (Babakus et al., 1999) and management and organizational behavior (Dhammika, Ahmad, and Sam, 2012) Additionally, research by Singh et al (1994) highlights the negative impact of customer-related stressors on employees in customer service, revealing a connection between burnout and adverse mental effects.

Emotional exhaustion, recognized as a key component of burnout (Maslach and Jackson, 1981), is linked to job satisfaction, with research indicating an inverse relationship between the two (Lee and Ashforth, 1993; Ramirez et al., 1996; Grandey et al., 2004) Previous studies have explored job satisfaction as both a precursor and consequence of various work-related and non-work factors (Bowling and Hammond, 2008) This study proposes a hypothesis based on the established connection between emotional exhaustion and job satisfaction.

H4 - Emotional exhaustion has a negative effect on job satisfaction

2.1.5 Job satisfaction and Turnover intentions for customer-related activities

Research indicates a negative correlation between employee satisfaction and turnover rates (Hom & Griffeth, 1991; Hulin et al., 1985) Numerous studies in marketing literature affirm a direct relationship between job satisfaction and intentions to leave an organization (Boles et al., 1997; Babakus et al., 1999) Additionally, high levels of emotional exhaustion can result in distinct occupational outcomes (Blau, 2000; Blau et al., 2003).

Research indicates that job satisfaction has a significant negative impact on occupational turnover intentions across various professions, including medicine, law enforcement, and education This suggests that higher job satisfaction can reduce the likelihood of employees leaving their positions Consequently, it can be hypothesized that in the customer service sector, job satisfaction plays a crucial role in influencing employee turnover intentions related to customer-oriented activities.

H5 – Employee turnover intentions from customer-oriented activities are inversely proportional with job satisfaction

Mastering the concept of organizational justice is essential for understanding and predicting organizational behaviors This construct refers to employees' perceptions of fairness in the treatment they receive from their organizations, highlighting its significance in fostering a positive workplace environment.

Organizational justice encompasses two primary types: distributive justice and procedural justice Distributive justice, rooted in Adam's equity theory (1965), pertains to the perceived fairness of outcomes individuals receive When employees perceive unequal inputs and outcomes compared to their peers, they may feel motivated to rectify these disparities, potentially leading to negative behaviors if they believe decisions are unjust (Elamin, 2012; Hopkins and Weathington, 2006) In contrast, procedural justice focuses on the fairness of the processes used to reach decisions (Greenberg, 1987) Research indicates that employees not only react to inequalities but also evaluate the fairness of procedures that lead to outcomes (Leventhal, 1980) Thibaut and Walker's study (1975) demonstrated that employee participation in decision-making fosters a sense of control, resulting in a perception of fairness and trustworthiness in the outcomes when they are satisfied with the evaluation process.

“process control effect” (Thibaut & Walker, 1975)

Research by Taris et al (2010) indicates that employee burnout is largely influenced by perceptions of organizational justice Haque and Aslam (2011) attribute this to inequities in social exchange relationships within the workplace, suggesting that interactions with problematic customers may also impact perceptions of organizational justice Numerous studies, including those by Brotheridge (2003), Tepper and Taylor (2003), and Moliner et al (2005), have explored the connection between perceived organizational justice and job burnout or emotional exhaustion Building on these findings, this study hypothesizes that perceived organizational justice moderates the relationship between interactions with problematic customers and emotional exhaustion.

H6A –Distributive justice negatively moderates the relationship between abusive customers and emotional exhaustion

H6B –Distributive justice negatively moderates the relationship between unreasonably demanding customers and emotional exhaustion

H6C –Procedural justice negatively moderates the relationship between abusive customers and emotional exhaustion

H6D –Procedural justice negatively moderates the relationship between unreasonably demanding customers and emotional exhaustion

Figure 1 The proposed research model

Proposed model

This study proposes a model to identify and measure the impact of problematic customers on employee emotional exhaustion, drawing from a literature review that encompasses emotional exhaustion, employee turnover intentions related to customer interactions, job satisfaction, and perceived organizational justice Additionally, it explores how perceived organizational justice moderates this relationship.

Employee turnover intention from customer-oriented activities

Hypotheses summary

H2 - Unreasonably demanding customers have a negative effect on emotional exhaustion levels of customer service officers

H4 - Emotional exhaustion has a negative effect on job satisfaction

H6A–Distributive justice negatively moderates the relationship between abusive customers and emotional exhaustion

H6C –Procedural justice negatively moderates the relationship between abusive customers and emotional exhaustion

H6D –Procedural justice negatively moderates the relationship between unreasonably demanding customers and emotional exhaustion.

Chapter summary

This chapter provides concise definitions and insights into the theoretical frameworks regarding the impact of problematic customers on organizational behavior It highlights the absence of specific factors and measurement tools in this context The following chapter will outline the research methodology designed to test the proposed hypotheses.

Research design process

The questionnaire design process commenced following a comprehensive literature review of relevant studies related to the proposed model An initial draft of the questionnaire was developed based on selected constructs and underwent back-translation Subsequently, this draft was meticulously evaluated through ten in-depth interviews to ensure the survey's clarity and effectiveness.

The research design process aimed to avoid misleading or incomprehensive questions for respondents A final questionnaire was distributed to 500 targeted individuals, yielding 369 responses The collected data underwent analysis using Cronbach’s alpha for reliability, exploratory factor analysis (EFA), and multiple regression analysis in SPSS to ensure trustworthy results.

Measurement scales

The study utilized various adapted measurement scales to assess key psychological factors in the workplace Specifically, the scales for abusive and unreasonably demanding customers were derived from Dormann and Zapf (2004), while emotional exhaustion was measured using the scale from Maslach and Jackson (1981) Additionally, the occupational turnover intention scale was adapted from Hom, Griffeth, and Sellaro (1984), and job satisfaction was evaluated using the scale from Churchill et al (1974) Finally, the perceived organizational justice scale was adapted from Niehoff and Moorman (1993).

The questionnaire was included a total of 38 questions and designed on Likert scale type from 1 to 5 such as strongly agree, agree, neutral, disagree and strongly disagree

AC1  Some of my customers use abusive language with me

In various customer service scenarios, some customers tend to direct their frustration towards representatives rather than the underlying company policies when issues remain unresolved This often results in heightened emotions, as customers may raise their voices and express anger, even over seemingly minor concerns.

AC5  Some customers argue all the time Unreasona bly demandin g customer -

DC1  Some of my customers demand that I do something for them even when I am not allowed to do so

DC2  Some of my customers demand to talk to my supervisor, even when I explain that I am the person who can solve their problem

Some customers often expect special treatment, failing to recognize that we must adhere to specific rules and regulations Additionally, they may not acknowledge when we are particularly busy, leading to unreasonable complaints Furthermore, customers' instructions can sometimes complicate our processes, contributing to emotional exhaustion among our staff.

EE1  Working with customers directly puts too much stress on me

The demands of my job leave me feeling emotionally drained, as I often experience frustration from directly interacting with customers Despite my efforts to meet their needs, I find myself working excessively hard to achieve customer satisfaction.

Many employees experience burnout from the constant pressure to meet top management's expectations, leading to a sense of exhaustion by the end of the workday This fatigue often carries over into the next morning, making it difficult to face another day on the job.

EE8  I feel like I am at the end of my rope

OT1  I am planning to search for a new job outside this profession during the next

OT2  I often think about quitting this profession OT3  If I have my own way, I will be working in some other profession one year from now

JS1  My job gives me a sense of accomplishment

JS2  My job is exciting JS3  My job is satisfying JS4  I am really doing something worthwhile in my job Distributiv e justice -

DJ1  I consider my workload to be quite fair

(1993) DJ2  Overall, the rewards I receive here are quite fair

DJ3  I feel that my job responsibilities are fair Procedural justice -

PJ1  Job decisions are made by the general manager in an unbiased manner PJ2  To make job decisions, my general manager collects accurate and complete information

PJ3  All job decisions are applied consistently across all affected employees

PJ4  My general manager makes sure that all employee concerns are heard before job decisions are made

PJ5  When decisions are made about my job, the general manager treats me with kindness and consideration

PJ6  When decisions are made about my job, the general manager shows concern for my rights as an employee

PJ7  The general manager offers adequate justification for decisions made about my job

PJ8  When making decisions about my job, the general manager offers explanations that make sense to me

To maximize respondent participation, the questionnaire was provided in both English and Vietnamese This design aimed to give the researcher valuable insights into the proposed model The survey consisted of forty-three questions, which were adapted and refined following a pilot study.

To ensure respondents belong to the target group, a screening question is employed to verify that service officers regularly engage with customers through emails, phone calls, or in-person interactions before proceeding to the next section.

The demographic profile provides essential insights into the interviewees, allowing the researcher to analyze how descriptive factors like age, gender, years of experience, and the type of organization impact the overall research outcomes.

This section focuses on the use of a five-point Likert scale—ranging from strongly agree to strongly disagree—to assess key elements of the proposed model The evaluation will cover aspects such as abusive customers, unreasonably demanding customers, perceived organizational justice, emotional exhaustion, job satisfaction, and turnover intention in the workplace.

Sampling

This study examines how problematic customers contribute to employee turnover intentions by affecting the emotional exhaustion of customer service officers in Ho Chi Minh City, Vietnam The research specifically targets individuals engaged in direct customer-related activities to understand the impact of challenging customer interactions on their job satisfaction and retention.

The study employed multivariable analysis techniques, specifically factor analysis and multiple regression methods To ensure reliable results, the sample size should be at least five times the number of factors analyzed, with a minimum of 105 participants recommended (DeCoster, 2004) Given that 38 variables were considered for factor analysis, the minimum sample size required is essential for accurate outcomes.

The minimum sample size for a multiple regression model, as outlined by Tabachnick and Fidell (1996), is calculated using the formula n = 50 + 8m, where m represents the number of independent variables In this case, with 23 independent variables, the required minimum sample size is determined to be 234 (50 + 8x23).

To effectively gather essential data for the study, questionnaires were distributed to approximately 500 individuals through direct delivery, emails, and Facebook using Google Drive's online survey tool Employing a quantitative research method, convenience sampling was utilized to streamline the process and enhance efficiency.

The study utilized SPSS Version 20 (Statistical Package for Social Sciences) to analyze the collected data, employing Cronbach’s alpha for reliability analysis, exploratory factor analysis (EFA), and multiple regression analysis to support the findings of the paper.

To ensure the reliability of the measurement scales, Cronbach’s alpha reliability analysis was conducted, with a coefficient threshold of 0.7 or higher indicating acceptable reliability (Pallant, 2005) Additionally, items with an item-total correlation value below 0.5 were excluded to enhance the overall reliability of the scales.

Exploratory Factor Analysis (EFA) is utilized to determine the influencing factors and their impact on measurements, as noted by DeCoster (2004) This study employs Principal Axis Factoring for extraction, Promax for rotation, and Kaiser Normalization to enhance the analysis.

In conclusion, the factor is considered to be appropriate when:

 The Kaiser-Meyer-Olkin index (KMO) is 0.6 or greater

 The Bartlett’s test of sphericity is statistically significant: p < 0.05

The number of representative factors are decided when:

 Eigen value is greater than 1

 Cumulative percentage is equal or greater than 50%

 Factor loading criteria should be 0.5 or more to ensure a practical significance 3.3.6.3 Multiple regression analysis for hypotheses testing

To evaluate the hypotheses and the proposed model, multiple linear regression analysis was conducted According to Pallant (2005), certain conditions must be satisfied to determine the acceptance of the results.

 The number of sample (n) is bigger than 50 + 8m (with m is the amount of independent variables)

 There are normality and linearity

The writer also used R-square value to express to what extend the variance in dependent variables can be explained by the proposed model.

Chapter conclusions

In this chapter, an overall explanation for the research methodology is provided

The process consists of four key phases: designing the questionnaire, conducting a pilot survey, launching the main survey, and analyzing the data Additionally, the development of the data analysis instrument is outlined The following chapter will present further analysis and research findings.

Sample analysis

4.1.1 Sample description and data clearance

There are 500 questionnaires that have been sent to target respondents who works and contact with customers in daily tasks Among 429 collected surveys (85.8 percent), there are

369 valid questionnaires (86 percent) The common mistakes are missing data or the respondents had the same answers for all the questions

The survey revealed that 75.3% of respondents are aged between 25 and 35 years, indicating that customer service roles are predominantly filled by younger individuals, as these positions are often entry-level Additionally, the gender distribution shows that 263 women (71.3%) and 106 men (28.7%) participated, highlighting the occupational trend where the majority of customer service employees are female.

Over 60% of respondents work in private or multinational companies where client service is highly valued This highlights the significance of after-sales service in non-state-owned businesses, as it is crucial for attracting and maintaining customer relationships Additionally, there is a notable balance in years of experience among respondents, with 161 individuals having 1 to 3 years of experience and others having more extensive backgrounds.

5 years (132 respondents) presented a well-mixed group of respondents that could provide a thorough perspective for this matter

The sample primarily consists of women employed in non-government corporations, showcasing a diverse range of experience in customer service This demographic effectively represents the target group of client service officers However, it is important to note that male office workers and employees in state-owned enterprises also encounter customer-related challenges.

Below table shows the sample characteristics of sample size, which included the descriptive information of all the respondents

Measurement reliability and validity

To ensure acceptable reliability, each construct's Cronbach’s alpha coefficient must exceed 0.7 Additionally, the corrected item-total correlation for each item should be above 0.5; items that do not meet this threshold will be excluded from further analysis.

The reliability analysis revealed that only one item, DC6, was excluded due to a corrected item-total correlation of 0.412, which falls below the required threshold of 0.5 Overall, the analysis assessed six constructs comprising a total of 38 items.

The constructs in this study demonstrate high reliability, all exceeding the threshold of 0.8 Notable examples include Abusive Customer at 0.857, Unreasonably Demanding Customer at 0.865, Distributive Justice at 0.814, and Job Satisfaction at 0.847 Particularly, Emotional Exhaustion also reflects strong reliability.

Procedural justice and Occupational turnover intention, their rates are even bigger than 0.9

From this result, all independent and dependent variables were accepted to the next step of analysis phase

Table 3 Cronbach's alpha reliability test result

Cronbach's Alpha if Item Deleted

In this study, 23 independent factors across four variables were evaluated to measure employee exhaustion, job satisfaction, and occupational turnover intention Out of these, only one factor (DC6) did not satisfy the criteria for Cronbach’s Alpha analysis Consequently, the remaining factors will undergo exploratory factor analysis (EFA) The researcher has chosen to conduct EFA for each variable individually as well as collectively to assess their validity.

The below table showed the EFA results – Scales without modification

Table 4 EFA results – Scales without modification

In the joint Exploratory Factor Analysis (EFA), factors with values below 0.5 are eliminated to maintain practical significance During five iterations, the variables AC5, DC2, JS1, DC1, and DC7 were excluded due to loading onto two factors simultaneously, falling outside their designated groups, or having unacceptable values The final pattern matrix is presented in the table below.

Table 5 KMO and Bartlett’s Test for all variables

Extraction Method: Principal Axis Factoring

Rotation Method: Promax with Kaiser Normalization a Rotation converged in 7 iterations

The analysis reveals that Bartlett’s Test of Sphericity, with a significance value of 0.000, indicates significant correlations among the newly extracted components Additionally, the Kaiser-Meyer-Olkin (KMO) measure of 0.785 suggests that the adequacy level for conducting factor analysis is 78.5%, which is considered a good result.

The proposed model consists of four hypotheses that examine the impact of abusive and unreasonably demanding customers, as well as distributive and procedural justice, on emotional exhaustion, which serves as the dependent variable Additionally, one hypothesis explores the relationship between emotional exhaustion as an independent variable and job satisfaction as a dependent variable Lastly, the model includes a hypothesis where both emotional exhaustion and job satisfaction are independent variables influencing occupational turnover intention, the dependent variable.

4.2.3.1 Multiple regression analysis with all independent variables and Emotional exhaustion

In this paper, both simple linear regression and multiple regressions are used to analyze the relationship between independent variables and dependent variables

Table 6 The result of multiple linear regressions of all independent variables and Emotional exhaustion

Std Error of the Estimate

1 688 a 474 462 6714 a Predictors: (Constant), DC_PJ, AC, DJ, AC_DJ, DC,

PJ, DC_DJ, AC_PJ

Total 308.273 368 a Dependent Variable: EE b Predictors: (Constant), DC_PJ, AC, DJ, AC_DJ, DC, PJ, DC_DJ,

To enhance interpretability and mitigate multicollinearity in interactions, it is advisable to mean center predictor variables, as suggested by Aiken and West (1991) and McClelland and Judd (1993) In the proposed model, after centering the predictors, the interaction terms AC_DJ (the interaction between AC and DJ), AC_PJ (the interaction between AC and PJ), DC_DJ (the interaction between DC and DJ), and DC_PJ (the interaction between DC and PJ) were established.

The regression analysis revealed an adjusted R square of 0.462, indicating that emotional exhaustion (EE) is explained by 46.2% through six predictors: abusive customers (AC), unreasonably demanding customers (DC), distributive justice (DJ), procedural justice (PJ), and their respective interactions (DC_DJ and DC_PJ) However, the interactions of abusive customers with distributive justice (AC_DJ) and procedural justice (AC_PJ) were not significant, as their coefficients showed p-values exceeding 0.05.

4.2.3.2 Multiple regression analysis with Emotional exhaustion as independent variable and Job satisfaction as dependent variable

This time, the write uses the simple linear regression to test the relationship between Emotional exhaustion as independent variable and Job satisfaction as depedent variable

Table 7 The result of simple linear regressions of Emotional exhaustion and Job satisfaction

Total 278.889 368 a Dependent Variable: JS b Predictors: (Constant), EE

The Adjusted R square is 0.322 which means 32.2% of JS (Job satisfaction) can be explained by EE (Emotional exhaustion)

4.2.3.3 Multiple regression analysis with Emotional exhaustion and Job satisfaction as independent variable and Occupational turnover intention as dependent variable

This study employs simple linear regression to examine the relationship between emotional exhaustion and job satisfaction as independent variables, and occupational turnover intention as the dependent variable.

Table 8 The result of multiple linear regressions of Emotional exhaustion and Job satisfaction as independent variables and Occupational turnover as dependent variable

Total 464.195 368 a Dependent Variable: OT b Predictors: (Constant), JS,EE

The Adjusted R square is 0.325which means 32.5% of OT (Occupational turnover intention) can be explained by 2 predictors: EE (Emotional exhaustion) and JS (Job satisfaction)

The study provides strong support for the hypotheses regarding the impact of abusive and demanding customers on customer service officers Evidence indicates that such interactions significantly elevate emotional exhaustion levels among employees (H1: b = 0.372, sig < 0.05; H2: b = 0.1106, sig < 0.05) Furthermore, high emotional exhaustion correlates with decreased job satisfaction and increased turnover intention, demonstrating a negative impact on overall job satisfaction (H3: b = 0.433, sig < 0.05; H4: b = -0.569, sig < 0.05) These findings align with previous research by Poddar and Madupalli (2012), reinforcing the consistency of the results in similar contexts.

The last four hypotheses examined the moderating effect of perceived organizational justice on the relationship between problematic customers and employees’ emotional exhaustion Notably, only two of these hypotheses received strong support, specifically concerning unreasonably demanding customers Distributive justice was found to mitigate the negative impact of such customers on employees’ emotional exhaustion, while procedural justice exacerbated this adverse effect Conversely, perceived organizational justice did not significantly influence the relationship between abusive customers and employees’ emotional exhaustion, as indicated by the statistical results (H6A: b = -0.043, sig > 0.05; H6B: b = 0.241, sig < 0.05; H6C: b = -0.026, sig > 0.05; H6D: b = -0.15, sig < 0.05).

4.2.4 Final model and Chapter summary

As a result of the study, all hypotheses, except H6A and H6C, will be accepted as listed below:

H2 – Unreasonablydemanding customers have a negative effect on emotional exhaustion levels of customer service officers

H4 – Emotionalexhaustion hasa negative effect on job satisfaction

H6D –Procedural justice negatively moderates the relationship between unreasonably demanding customers and emotional exhaustion.

CONCLUSION AND RECOMMENDATIONS

Findings and discussion

This study aims to explore the connections between four key factors: abusive customers, unreasonably demanding customers, distributive justice, and procedural justice, in relation to emotional exhaustion Additionally, it investigates how emotional exhaustion influences job satisfaction and the overall impact on occupational outcomes Chapter 4 reveals that the findings support seven out of nine proposed hypotheses.

Abusive and overly demanding customers can significantly drain employee emotions, leading to decreased job satisfaction and increased turnover intention Implementing procedural and distributive justice can help mitigate these negative effects for employees facing challenging clients These dynamics highlight the real challenges faced by both companies and their staff in the service sector.

Customer service officers experience significant emotional exhaustion due to abusive customers, with a Beta value of 0.372 indicating a strong negative impact, compared to a lower 0.110 for over-demanding customers This aligns with Dormann and Zapf's (2004) findings that verbal aggression from customers has a more detrimental effect than other stressors like disproportionate or ambiguous expectations Interestingly, distributive and procedural justice do not mitigate the emotional toll of abusive customers, as indicated by significance levels of 0.502 and 0.691, which are above the standard threshold This contrasts with Li and Zhou's (2013) assertion that a supportive work environment can effectively moderate the effects of customer verbal aggression When employees feel unsupported by their company in the face of customer abuse, it exacerbates their emotional strain However, the influence of unreasonably demanding customers on emotional exhaustion can be moderated by distributive and procedural justice, with influencing factors at 24.1% and 15% Additionally, evidence suggests that perceived organizational support fosters positive job-related emotions, stemming from high levels of care and appreciation from the employer.

The study reveals that emotional exhaustion significantly contributes to decreased job satisfaction and increased turnover intention, with strong support for the original hypotheses reflected in Beta values of 0.569, 0.433, and 0.203 This finding aligns with previous research by Poddar and Madupalli (2012) and Boles et al (1997), which highlighted the negative impact of emotional exhaustion on job satisfaction and the intention to leave Both studies underscore the close relationship between job satisfaction and emotional exhaustion in relation to employees' propensity to leave their positions.

Implications and recommendations

In the wake of the recent economic crisis, Vietnamese enterprises are striving to meet customer demands to remain competitive, necessitating a comprehensive approach that includes high-quality products and exceptional service To achieve this, companies must prioritize both customer care and the well-being of their human resources As highlighted by Singh et al (1994), customer service roles can be highly stressful, prompting managers to address challenging customer behaviors and their effects on employee mental health Implementing customer service training, enhancing emotional intelligence, and recognizing the need for support are essential steps for fostering a healthier work environment.

The notion that "the customer is not always right" emphasizes the importance of a balanced organizational dynamic, which should not be viewed from a single perspective It is crucial for companies to enhance management awareness and responsibility while implementing effective systems to address customer misbehavior Fairness and reasoning should be prioritized when developing working procedures and customer policies Additionally, organizations must consider factors beyond salary and benefits to effectively reduce turnover intentions in both organizational and occupational contexts.

Limitations and future research direction

Although the data shows quite a good perspective for customer service sector in

Vietnam, the research itself still has some limitations This can be considered as suggestions for further research in future

Not every customer service representative is ideally suited for customer-facing roles, as individuals lacking self-confidence and social skills may struggle when interacting with demanding customers It's essential to consider job suitability when investigating the causes of emotional exhaustion and challenging customer behaviors.

The study is broadly applicable across various sectors rather than being confined to a specific industry, as different fields possess unique characteristics that can influence outcomes Future research could focus on particular professions, such as sales representatives, call center agents, government employees, and healthcare workers, to yield more tailored insights.

The author suggests that additional moderator variables, such as instrumental perceived organizational support, emotional perceived organizational support, and organizational commitment, could enhance the accuracy of the proposed model Incorporating these moderators may lead to more insightful findings in future reports.

Adams, J.S (1965) Inequity in social exchange In L Berkowitz (Ed.), Advances in experimental social psychology (Vol 2, pp 267-299) New York: Academic Press

Aiken, L S., & West, S G (1991) Multiple regression: Testing and interpreting interactions

Allan, S., & Gilbert, P (2002) Anger and anger expression in relation to perceptions of social rank, entrapment and depressive symptoms Personality and Individual Differences,

Arnold, K A., & Dupré, K E (2012) Perceived organizational support, employee health and emotions International Journal of Workplace Health Management, 5(2), 139 – 152

Babakus, E., Cravens, D W., Johnston, M., & Moncrief, W C (1999) The role of emotional exhaustion in sales force attitude and behavior relationships Academy of Marketing

Barber, N., & Goodman, R (2011) A strategic approach to managing customer service quality Journal of Service Science (Online), 4(2), 17 – 32

Bienstock, C., Demoranville, C & Smith, R (2003) Organizational citizenship behavior and service quality Journal of Services Marketing, 17(4), 357 – 378

Bitner, M.J., Booms, B.H & Tetreault, M.S (1990) The service encounter: diagnosing favorable and unfavorable incidents Journal of Marketing, 54(1), 71 – 84

Blau, G (2000) Job, organizational and professional context antecedents as predictors of intent for interrole work transitions Journal of Vocational Behavior, 56(3), 330 – 345

Blau, G., Bentley, M A., & Eggerichs-Purcell, J (2012) Testing the impact of emotional labor on work exhaustion for three distinct emergency medical service (EMS) samples Career Development International, 17(7), 626 – 645

Blau, G., Tatum, D.S & Ward-Cook, K (2003) Correlates of professional versus organizational withdrawal cognitions Journal of Vocational Behavior, 63(1), 72 – 85

Boles, J S., Johnston, M W., & Hair, Joseph F., Jr (1997) Role stress, work-family conflict and emotional exhaustion: Inter-relationships and effects on some work-related consequences The Journal of Personal Selling & Sales Management, 17(1), 17 – 28

Brotheridge, C M (2003) The Role of Fairness in Mediating the Effects of Voice and

Justification on Stress and Other Outcomes in a Climate of Organizational Change

International Journal of Stress Management, 10(3), 253 – 268

Bowling, N A., & Hammond, G D (2008) A meta-analytic examination of the construct validity of the Michigan Organizational Assessment Questionnaire Job Satisfaction Subscale Journal of Vocational Behavior, 73(1), 63 – 77

Burrows, E., King, R E., Sutherland, E., Carraher, S M., & Cash, R (2009) Total Quality

Management & Customer Value Focus: Organizational Performance Impact In Vietnam And The Philippines Allied Academies International Conference Academy for Studies in International Business Proceedings, 9(1), 1 – 5

Chinh, V T M., & Anh, N V (2008) Measuring Customer Satisfaction Based on Service

Quality Gap at a Local Bank in Vietnam Journal of International Business

Churchill, G.A Jr, Ford, N.M & Walker, O.C Jr (1974) Measuring the job satisfaction of industrial salesmen Journal of Marketing Research, 11(3), 254 – 260

Colarelli, S M (1984) Methods of communication and mediating processes in realistic job previews Journal of Applied Psychology, 69(4), 633 – 642

Colquitt, J.A (2001) On the dimensionality of organizational justice: a construct validation of a measure Journal of Applied Psychology, 86(3), 386 – 400

Dallimore, K., Sparks, B & Butcher, K (2007) The influence of angry customer outbursts on service provider’s facial displays and affective states Journal of Service Research, 10(1)

Dhammika, K A S., Ahmad, F B., & Sam, T L (2012) Job satisfaction, commitment and performance: Testing the goodness of measures of three employee outcomes South

Dormann, C & Zapf, D (2004) Customer-related social stressors and burnout Journal of

Elamin, A M (2012) Perceived organizational justice and work-related attitudes: A study of

Saudi employees World Journal of Entrepreneurship, Management and Sustainable

Estelami, H & DeMaeyer, P (2002) An exploratory study of customer reactions to service provider over generosity Journal of Service Research, 4(3), 205 – 217

Evers, W., Tomic, W & Brouwers, A (2001) Effects of aggressive behavior and perceived self-efficacy on burnout among staff of homes for the elderly Issues in Mental Health

Fullerton, R & Punj, G (2004) Repercussions of promoting an ideology of consumption: consumer misbehavior Journal of Business Research, 57(11), 1239 – 1249

Gerpott, T.J., Rams, W & Schindler, A (2001) Customer retention, loyalty, and satisfaction in the German mobile cellular telecommunications market Telecommunication Policy,

Grandey, A.A., Dickter, D.N & Sin, H (2004).The customer is not always right: customer aggression and emotional regulation of service employees Journal of Organizational

Greenberg, J (1987) A taxonomy of organizational justice theories Academy of Management

Greenberg, J (1993) The social side of fairness: interpersonal and informational classes of organizational justice, in Cropanzano, R (Ed.), Justice in the Workplace: Approaching

Fairness in Human Resource Management Lawrence-Erlbaum, Hillsdale, NJ

Gruber, T., Abosag, I., Reppel, A E., & Szmigin, I (2011) Analysing the preferred characteristics of frontline employees dealing with customer complaints TQM

Hamwi, G A., Rutherford, B N., & Boles, J S (2011) Reducing emotional exhaustion and increasing organizational support The Journal of Business & Industrial

Research by Haque and Aslam (2011) highlights the impact of distributive justice on organizational citizenship behaviors, emphasizing the mediating effects of emotional exhaustion and organizational attachment Additionally, Harris and Reynolds (2003) explore the repercussions of dysfunctional customer behavior, shedding light on its significant consequences within service contexts Together, these studies underscore the importance of fairness and customer interactions in shaping workplace dynamics and employee engagement.

Hartline, M D., Maxham, James G., I., II, & McKee, D O (2000) Corridors of influence in the dissemination of customer-oriented strategy to customer contact service employees Journal of Marketing, 64(2), 35 – 50

Hartman, S.J., Yrle, A.C & Galle, W.P Jr (1999) Procedural and distributive justice: examining equity in a university setting Journal of Business Ethics, 20(4), 337 – 351

Hau, L N., & Thuy, P N (2012) Impact of service personal values on service value and customer loyalty: A cross-service industry study Service Business, 6(2), 137 – 155

Helm, A (2006) Cynical consumers: dangerous enemies, loyal friends, PhD dissertation,

University of Missouri – Columbia, Columbia, MO

Hobfoll, S.E & Shirom, A (2001) Conservation of resources theory: applications to stress and management in the workplace, in Golembiewski, R.T (Ed.), Handbook of

Organizational Behavior CRC Press, Boca Raton, FL

Hom, P.W & Griffeth, R.W (1991) Structural equations modeling test of turnover theory:

Cross-sectional and longitudinal analyses Journal of Applied Psychology, 76(3), 350 –

Hom, P.W., Griffeth, R.W., & Sellaro, C.L (1984) The validity of Mobley’s 1977 model of employee turnover Organizational Behavior and Human Performance, 34(2), 141–174

Hopkins, S.M & Weathington, B.L (2006) The relationships between justice perceptions, trust, and employee attitudes in a downsized organization The Journal of Psychology:

Howard, L W., & Cordes, C L (2010) Flight from unfairness: Effects of perceived injustice on emotional exhaustion and employee withdrawal Journal of Business and

Hulin, C.L., Roznowski, M & Hachiya, D (1985) Alternative opportunities and withdrawal decisions: empirical and theoretical discrepancies and an integration Psychological

Hurley, R F., & Estelami, H (2007) An exploratory study of employee turnover indicators as predictors of customer satisfaction The Journal of Services Marketing, 21(3), 186 –

Jae-Young, K., Moon, J., Han, D., & Tikoo, S (2004) Perceptions of justice and employee willingness to engage in customer-oriented behavior The Journal of Services

Johnson, A H (2014) Employee engagement: Lessons learned from the U.S 2013 Glassdoor best places to work employee choice award leaders Journal of American Academy of

Keaveney, S.M (1995) Customer switching behavior in service industries: an exploratory study Journal of Marketing, 59(2), 71 – 82

Ladebo, O.J (2005) Effects of work-related attitudes on the intention to leave the profession: an examination of school teachers in Nigeria Educational Management Administration

Lee, R & Ashforth, B (1993) A further examination of managerial burnout: Toward an integrated model Journal of Organizational Behavior, 14(1), 3 – 20

Lee, R.T & Ashforth, B.E (1996) A meta-analytic examination of the correlates of the three dimensions of job burnout Journal of Applied Psychology, 81(2), 123 – 133

Leventhal, G S (1980) What should be done with equity theory? New approaches to the study of fairness in social relationships In K G Gergeii, M S Greenberg, & R H

Willis (Eds.), Social exchange: Advances in theory and research, (pp 27-55) New York: Plenum

Li, X., & Zhou, E (2013) Influence of customer verbal aggression on employee turnover intention Management Decision, 51(4), 890 – 912

Locke, E.A (1976) The nature and causes of job satisfaction, in Dunnette, M.D (Ed.)

Handbook of Industrial and Organizational Psychology, (pp 297 – 342) Rand

Lovelock, C.H (1994) Product Plus: How Product and Service Equals Competitive

Advantage McGraw-Hill, New York, NY

The article by Lu (2012) provides a comprehensive overview of the labor market in Vietnam, highlighting key trends and developments It discusses the evolving dynamics of employment, the impact of industry gatherings, and the implications for various sectors The analysis emphasizes the importance of understanding labor market trends to navigate the challenges and opportunities within Vietnam's workforce landscape For detailed insights, the full report can be accessed at the provided link.

Markos, S., & Sridevi, M S (2010) Employee engagement: The key to improving performance International Journal of Business and Management, 5(12), 89 – 96

Maslach, C., & Jackson, S E (1981) The measurement of experienced burnout Journal of

McClelland, G H., & Judd, C M (1993) Statistical difficulties of detecting interactions and moderator effects Psychological bulletin, 114(2), 376 – 390

Moliner, C., Martínez-Tur, V., Peiró, J M., Ramos, J., & Cropanzano, R (2005) Relationships

Between Organizational Justice and Burnout at the Work-Unit Level International

Morrow, P., & McElroy, J (2007) Efficiency as a mediator in turnover-organizational performance relations Human Relations, 60(6), 827 – 849

Niehoff, B P., & Moorman, R H (1993) Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior Academy of

Pallant, J (2005) SPSS Survival Manua: A step-by-step guide to data analysis using

SPSS for Windows (Version 12) Australia, NSW Crows Nest 2065

Pham, N T., & Le, N H (2010) Service personal values and customer loyalty The

International Journal of Bank Marketing, 28(6), 465– 478

Poddar, A., & Madupalli, R (2012) Problematic customers and turnover intentions of customer service employees The Journal of Services Marketing, 26(7), 551– 559

Ramirez, A., Graham, J., Richards, M., Cull, A and Gregory, W (1996), Mental health of hospital consultants: the effects of stress and satisfaction at work The Lancet,

Rhodes, S.R and Doering, M (1983), An integrated model of career change The Academy of

Ruge, B (2011) Employee engagement and retention in Vietnam In Vietnam: Tower Watson

Retrieved from http://36mfjx1a0yt01ki78v3bb46n15gp.wpengine.netdna-cdn.com/wp- content/uploads/2013/04/110216-Employee-Engagement-Retention.pdf

Schneider, B., Macey, W H., Barbera, K M., & Martin, N (2009) Driving customer satisfaction and financial success through employee engagement People and Strategy,

Schyns, B., Torka, N., & Tobias Gửssling (2007) Turnover intention and preparedness for change Career Development International, 12(7), 660– 679

Siegall, M & McDonald, T (2004), Person-organization value congruence, burnout and diversion of resources Personnel Review, 33(3), 291– 301

Singh, J., Goolsby, J.R & Rhoades, G.K (1994), Behavioral and psychological consequences of boundary spanning burnout for customer service representative Journal of Marketing

Strutton, D., Vitell, S.J & Pelton, L.E (1994), How consumers may justify inappropriate behavior in market settings: an application on the techniques of neutralization, Journal of Business Research, 30(3), 253– 260

Tabachnick, B G., & Fidell, L S (1996) Using multivariate statistics New York, NY:

A longitudinal study by Taris et al (2010) examines the relationship between professional efficacy, exhaustion, and work characteristics among police officers The research tests the learning-related predictions of the demand-control model, highlighting how job demands and control impact officers' well-being and performance The findings underscore the importance of understanding work dynamics to enhance police officers' effectiveness and reduce burnout.

Tepper, B J., & Taylor, E C (2003) Relationships among Supervisors and Subordinates’

Procedural Justice Perceptions and Organizational Citizenship Behaviors Academy of

Thibaut, J W., & Walker, L, (1975) Procedural justice: A psychological analysis Hillsdale,

Williams, P., & Naumann, E (2011) Customer satisfaction and business performance: A firm- level analysis The Journal of Services Marketing, 25(1), 20-32

Wright, T.A & Bonett, D.G (1997) The Role of Pleasantness and Activation-Based Well-

Being in Performance Prediction Journal of Occupational Health Psychology, 2(3), 212

Yagil, D (2008) When the customer is wrong: a review of research on aggression and sexual harassment in service encounters Aggression and Violent Behavior, 13(2), 141– 152

Tôi tên là Lê Hà Thu, học viên cao học của viện ISB- Đại học Kinh Tế, TPHCM

Tôi đang thực hiện nghiên cứu về "ẢNH HƯỞNG CỦA KHÁCH HÀNG KHÓ TÍNH ĐẾN SỰ KIỆT SỨC VỀ CẢM XÚC VÀ Ý ĐỊNH ĐỔI VIỆC CỦA NHÂN VIÊN" Rất mong nhận được sự hỗ trợ từ anh/chị trong việc chia sẻ kinh nghiệm làm việc với khách hàng Xin vui lòng dành 5 phút để hoàn thành bảng khảo sát qua đường link dưới đây Cảm ơn anh/chị đã giúp đỡ tôi trong nghiên cứu này.

Sự hỗ trợ từ anh chị sẽ cung cấp thông tin quý giá cho dự án của tôi, giúp đưa ra những đề xuất thiết thực nhằm cải thiện quy trình làm việc với khách hàng Điều này sẽ tạo ra một môi trường làm việc lành mạnh hơn cho anh chị Xin cam kết rằng thông tin của anh chị sẽ được bảo mật hoàn toàn Nếu có bất kỳ thắc mắc nào trong quá trình khảo sát, vui lòng liên hệ với tôi qua email: thuleIBA@gmail.com.

Anh chị vui lòng click vào đuờng link bên dưới để bắt đầu trả lời câu hỏi:

Xin chân thành cảm ơn sự hỗ trợ của anh chị

A Công việc của anh/ chị có đòi hỏi phải tiếp xúc với khách hàng (thông qua hình thức gặp trực tiếp, làm việc qua điện thoại, thư điện tử và vân vân) không?

 Có  Vui lòng trả lời các câu hỏi trong phần tiếp theo

 Không  Anh/ chị có thể dừng việc trả lời phiếu khảo sát tại đây Xin cảm ơn sự hỗ trợ của anh/ chị

3 Loại hình công ty đang làm việc

C Xin cho biết mức độ đồng ý của anh/ chị đối với các phát biểu sau bằng cách chọn vào ô tương ứng với:

I Hành vi của khách hàng đối với nhân viên

 Một số khách hàng dùng từ ngữ sỉ vả tôi

 Một số khách hàng đổ lỗi cho tôi thay vì đổ lỗi cho những chính sách của công ty khi tôi không giải quyết được vấn đề của họ

 Khách hàng thường to tiếng với chúng tôi

 Khách hàng tức giận với chúng tôi ngay cả với những vấn đề nhỏ nhặt

 Một số khách hàng luôn luôn thích tranh cãi

 Một số khách hàng có những yêu cầu mà tôi không được phép thực hiện cho họ

Một số khách hàng vẫn muốn gặp trực tiếp người quản lý của tôi, mặc dù tôi đã giải thích rằng tôi là người có thể giải quyết mọi vấn đề của họ.

 Một số khách hàng luôn luôn yêu cầu được đối đãi đặc biệt

 Khách hàng không hiểu rằng chúng tôi phải tuân theo một số quy định nhất định

 Khách hàng không nhận thấy chúng tôi rất bận rộn

 Phàn nàn không rõ lý do là điều thường thấy từ khách hàng của chúng tôi

 Chỉ dẫn yêu cầu từ phía khách hàng có thể làm phức tạp hóa công việc của chúng tôi

II Sự kiệt sức về cảm xúc của nhân viên

 Làm việc trực tiếp với khách hàng làm tôi cảm thấy rất căng thẳng

 Tôi cảm thấy kiệt quệ cảm xúc từ công việc của mình

 Tôi cảm thấy nản lòng với công việc của mình

 Tôi cảm thấy kiệt sức với công việc của mình

 Tôi cảm thấy cạn kiệt vào cuối ngày làm việc

 Tôi cảm thấy mệt mỏi khi phải thức dậy vào mỗi buổi sáng và đối mặt với một ngày làm việc nữa

 Tôi cảm thấy mình đang ở gần mức giới hạn chịu đựng

III Vai trò của doanh nghiệp, tổ chức đối với vấn đề trên

 Tôi nghĩ khối lượng công việc hiện tại của tôi là khá hợp lý

 Nhìn chung, phần thưởng tôi nhận được là hợp lý

 Tôi nghĩ trách nhiệm công việc của tôi là hợp lý

 Các quyết định đưa ra bởi cấp quản lý là không phiến diện

 Để đưa ra quyết định, người quản lý của tôi thu thập đầy đủ và chính xác những thông tin cần thiết

 Các quyết định đều được áp dụng thống nhất với toàn thể nhân viên có liên quan

 Những người quản lý của tôi lắng nghe ý kiến của nhân viên trước khi đưa ra quyết định

 Khi đưa ra quyết định có liên quan đến công việc của tôi, người quản lý thực hiện bằng sự quan tâm và tử tế

 Khi đưa ra quyết định có liên quan đến công việc của tôi, người quản lý lưu tâm đến những quyền lợi của tôi tôi

 Khi đưa ra quyết định có liên quan đến công việc của tôi, người quản lý cho tôi những giải thích hợp lý

IV Mức độ hài lòng của nhân viên đối với công việc và Ý định chuyển việc

 Tôi dự định tìm kiếm một công việc mới khác với công việc này trong vòng 12 tháng tới

 Tôi thường có ý định rời bỏ công việc này

 Nếu được, tôi sẽ làm công việc khác trong 1 năm kể từ bây giờ

 Công việc này cho tôi cảm giác đạt được mục tiêu

 Công việc của tôi rất thú vị

 Tôi hài lòng với công việc của mình

 Tôi thật sự đang làm những điều có ích từ công việc của mình

My name is Le Ha Thu, and I am graduating from the MBus program at the University of Economics in Ho Chi Minh City This survey aims to explore "The Influence of Problematic Customers on Employee Emotional Exhaustion and Turnover Intentions."

We invite you to take a brief 5-minute survey to share your experiences working with customers Your insights are crucial for enhancing our work environment and improving customer handling processes Rest assured, all responses will remain confidential and will be reported in aggregate form only, with individual data not disclosed This information will be utilized solely for academic purposes.

So I would like to thank you in advance for your indispensable cooperation If you have any further questions, please contact me via email address: thuleIBA@gmail.com

Please follow this link the survey:

A Does your work require frequent interactions with customers (via direct contact, email, telephone and so on)?

 Yes  Please move the next parts of the survey

 No  You can stop your support here Thank you very much for your contribution

3 Enterprise ownership of your company

C To what extend do you agree with each of the following statements, please indicate your answer by using below scale:

 Some of my customers use abusive language with me

 Some of the customers blame me rather than the company policies when I am unable to resolve their problems

 Customers often shout at us

 Customers get angry at us even over minor matters

 Some customers argue all the time

 Some of my customers demand that I do something for them even when I am not allowed to do so

 Some of my customers demand to talk to my supervisor, even when I explain that I am the person who can solve their problem

 Some customers always demand special treatment

 Our customers do not understand that we have to comply with certain rules

 Our customers do not recognize when we are very busy

 Complaining without reason is common among our customers

 Customers’ instructions can complicate our work

 Working with customers directly puts too much stress on me

 I feel emotionally drained from my work

 I feel frustrated by my job

 I feel like I’m working too hard to satisfy customers

 I feel used up at the end of the workday

 I feel fatigued when I get up in the morning and have to face another day on the job

 I feel like I am at the end of my rope

 I consider my workload to be quite fair

 Overall, the rewards I receive here are quite fair

 I feel that my job responsibilities are fair

 Job decisions are made by the general manager in an unbiased manner

 To make job decisions, my general manager collects accurate and complete information

 All job decisions are applied consistently across all affected employees

 My general manager makes sure that all employee concerns are heard before job decisions are made

 When decisions are made about my job, the general manager treats me with kindness and consideration

 When decisions are made about my job, the general manager shows concern for my rights as an employee

 When making decisions about my job, the general manager offers explanations that make sense to me

IV Turnover intention and Job satisfaction

 I am planning to search for a new job outside this profession during the next 12 months

 I often think about quitting this profession

 If I have my own way, I will be working in some other profession one year from now

 My job gives me a sense of accomplishment

 I am really doing something worthwhile in my job

Cumulative Percent Valid State-owned company 54 14.6 14.6 14.6

Cumulative Percent Valid Below 1 year of experience 16 4.3 4.3 4.3

Scale Variance if Item Deleted

Mean Variance Std Deviation N of Items

Kaiser-Meyer-Olkin Measure of Sampling

Initial Eigenvalues Extraction Sums of Squared Loadings Total

Factoring a 1 factors extracted 5 iterations required

Initial Eigenvalues Extraction Sums of Squared Loadings

Rotation Sums of Squared Loadings a Total

Extraction Method: Principal Axis Factoring a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance

Rotation Method: Promax with Kaiser Normalization a a Rotation converged in 8 iterations

Rotation Method: Promax with Kaiser Normalization

1 688 a 474 462 6714 a Predictors: (Constant), DC_PJ, AC, DJ, AC_DJ, DC, PJ,

Total 308.273 368 a Dependent Variable: EE b Predictors: (Constant), DC_PJ, AC, DJ, AC_DJ, DC, PJ, DC_DJ, AC_PJ

Standardi zed Coefficie nts t Sig

DC_PJ -.122 046 -.150 -2.663 008 458 2.182 a Dependent Variable: EE

Total 278.889 368 a Dependent Variable: JS b Predictors: (Constant), EE

Tiêu đề	Influence Of Problematic Customers On Employee’s Emotional Exhaustion And Turnover Intentions
Tác giả	Le Ha Thu
Người hướng dẫn	Prof. Dr. Nguyen Dong Phong
Trường học	University of Economics Ho Chi Minh City
Chuyên ngành	Master of Business (Honours)
Thể loại	Master's Thesis
Năm xuất bản	2014
Thành phố	Ho Chi Minh City

Định dạng
Số trang	91
Dung lượng	1,6 MB