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 customer satisfaction in the business sector, emphasizing that complaints must be taken seriously for organizational success Research indicates a strong correlation between customer satisfaction and business performance at both firm and macro levels (Williams & Naumann, 2011) Employees receive training to effectively meet customer needs; however, the pressure to satisfy these demands can lead to stress In Vietnam, for instance, employee retention rates are lower than in other Asia-Pacific countries, despite higher engagement levels within Vietnamese companies (Ruge, 2011).

In February 2011, excessive workload and job pressure emerged as significant factors contributing to high employee turnover rates, particularly in Business, Technical Support, and Production Operations The report indicated average turnover rates ranging from 12% to 17% in these sectors.

The Vietnam labor market is evolving, highlighting the importance of customer-facing positions that require not only job satisfaction but also a sense of respect and safety for employees Workers seek more than just job security, benefits, and opportunities for growth; they desire an environment free from verbal abuse, threats, and physical violence, emphasizing the need for protective measures in the workplace.

Employee engagement is often overlooked by organizations, with a primary focus on achieving customer satisfaction, especially in service industries Customer satisfaction hinges on how well a provider meets expectations, but not all demands can be fulfilled immediately, leading to dissatisfied customers Larger customers tend to be more demanding, which can create an imbalance in the customer-employee dynamic, as the adage "the customer is always right" fosters aggression from customers Research has often neglected the emotional impact on employees while overemphasizing customer behavior, resulting in emotional exhaustion for customer service representatives This exhaustion can diminish employee commitment to customer-oriented tasks and increase turnover rates, raising questions about employees' willingness to continue in stressful roles Therefore, the role of management in addressing customer complaints and issues is crucial, as organizational support and perceived justice can help mitigate these challenges and improve work-related attitudes.

Managers face the challenge of low organizational performance due to emotional exhaustion, which negatively impacts employee engagement Research indicates that engaged employees significantly enhance business performance, leading to higher returns on assets (ROA), profits, and market value that surpass the costs of replacing assets High employee turnover results in increased training costs and time, as new hires may not meet the standards of their predecessors This instability in service quality can lead to decreased productivity and customer dissatisfaction While some studies in China have explored the relationship between customer behavior and employee emotional responses on service quality, there is a notable lack of research on this issue in Vietnam, highlighting a critical gap in understanding its implications for business performance.

Research problem

In today's competitive landscape, businesses recognize the critical role of customers in their success, a sentiment echoed by Vietnamese organizations This understanding necessitates comprehensive research into various facets of the business, particularly the interactions between customers and customer service representatives However, as noted in previous discussions, the Vietnamese market lacks sufficient studies focusing on the employee perspective, despite an abundance of client-centric research.

Understanding the impact of demanding customers on staff is crucial for businesses These interactions can significantly influence employee emotions and may lead to increased turnover intentions Effectively managing these relationships is essential to mitigate potential problems and maintain a positive work environment.

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 examine the key factors influencing employee emotional exhaustion and commitment in relation to customer-oriented activities in Vietnam's competitive customer service landscape, emphasizing the critical role of employee engagement.

• 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 all employees in the customer service sector who interact directly with clients to participate in the research Given the six-month time frame, the focus is limited to individuals working in Ho Chi Minh City, the largest and most dynamic city in Vietnam.

Research contributions and implications

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

Structure of the thesis

This paper consists of five chapters, beginning with an overview of the research topic It then reviews relevant literature, discussing various theories and viewpoints The third chapter outlines the methodology, focusing on the validity and reliability of the constructs used in the study Following this, data analysis and results are presented in detail Finally, the fifth chapter concludes with a summary 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 rivals through advanced technologies, superior products, or cost reductions However, as these advantages can be quickly replicated, companies are increasingly prioritizing enhanced 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 during service interactions Yet, this dynamic also presents challenges, as some customers may exploit their privileges, leading to rudeness and difficult interactions, which Yagil (2008) and Grandey et al (2004) identify as problematic customer behavior.

In 1994, Lovelock introduced the term "jay customers" to describe individuals whose negative behaviors adversely impact organizations and fellow customers This concept has since evolved, with various terms emerging to address similar issues, 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 various disruptive actions taken by consumers towards companies These behaviors may stem from dissatisfaction with the service provided or a desire to assert dominance, reflecting the notion that customers consider themselves as kings Additionally, research by Dormann and Zapf highlights the influence of cynical consumer attitudes on these behaviors.

In 2004, customer irrationality was categorized into four primary groups: disproportionate expectations, ambiguous expectations, disliked customers, and verbal aggression These classifications highlight the various demands customers place on employees and the spoken intentions that may lead to confrontational interactions.

This research focuses on two specific 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 for mistakes, while unreasonably demanding behavior involves illogical requests for escalation to higher management, unrealistic expectations, and asking employees for favors that violate company policies These definitions will be utilized throughout the paper to clarify, measure, and support the overall study.

2.1.2 Problematic customers and Emotional exhaustion

Customer misbehavior is inevitable, and employees typically respond in three ways: emotionally, work-related, or physically, particularly in cases of sexual harassment These reactions can lead to negative mood swings, depression, decreased motivation, and even physical harm to workers The lack of energy and time to address these issues can result in heightened emotional exhaustion (Boles et al., 1997) Employees strive for positive interactions with clients, but challenging encounters with difficult customers can adversely impact their mental resilience (Dallimore et al., 2007).

Research by Maslach and Jackson (1981) highlights that emotional exhaustion is a common experience for individuals in people-oriented professions, often linked to recurrent verbal aggression They emphasize that the increase in emotional exhaustion is a key indicator of burnout, underscoring its impact on mental well-being in high-stress environments.

Customer service officers often view aggressive clients as significant obstacles in their daily responsibilities, leading to increased stress and burnout (Evers et al., 2001) The frequent interactions with difficult customers can demand more time and effort from employees, ultimately 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 negative outcomes such as decreased job performance, lower productivity, reduced job satisfaction, and increased intentions to quit (Singh et al., 1994) When individuals experience emotional exhaustion, they often seek coping mechanisms to protect themselves (Hobfoll and Shirom, 2001) If these feelings of exhaustion persist, employees may consider quitting as a straightforward solution (Siegall and McDonald, 2004) Turnover intention refers to an individual's desire to change jobs or leave their current employer (Schyns, Torka, and Gửssling, 2007) While much research in marketing focuses on organizational factors influencing turnover intention, excessive emotional exhaustion can also drive employees to seek new occupations (Poddar and Madupalli, 2012) In cases where employees wish to remain with their current firm, distancing themselves from customer-related activities often becomes a priority Since turnover intention negatively impacts a company and stems from various job-related factors (Babakus et al., 1999), it is crucial to investigate all potential causes Thus, 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 is defined as a positive emotional state resulting from one's job experiences (Locke, 1976) and has been extensively studied across various industries, including sales (Babakus et al., 1999) and management (Dhammika, Ahmad, and Sam, 2012) Research has shown a negative correlation between burnout and mental health outcomes such as job satisfaction, employee commitment, and turnover intention (Singh et al., 1994) Emotional exhaustion, a key component of burnout (Maslach and Jackson, 1981), is believed to negatively impact job satisfaction Prior studies have identified job satisfaction as both an antecedent and a consequence of various work-related and non-work factors (Bowling and Hammond, 2008) Furthermore, numerous studies provide statistical evidence that emotional exhaustion is inversely related to job satisfaction (Lee and Ashforth, 1993; Ramirez et al., 1996; Grandey et al., 2004) This study, therefore, posits the following hypothesis.

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 and Griffeth, 1991; Hulin et al., 1985) Numerous studies in marketing literature have established clear connections between job satisfaction and intentions to leave an organization (Boles et al., 1997; Babakus et al., 1999) Additionally, high levels of emotional exhaustion can contribute to turnover intentions While these two factors are interconnected, they remain distinct constructs (Blau, 2000; Blau et al., 2003).

Research by Doering indicates that job satisfaction can lead to occupational turnover intentions Subsequent studies in fields such as medicine, law enforcement, and education (Blau, 2000; Wright and Bonett, 1997; Ladebo, 2005) further support the notion that high job satisfaction reduces the likelihood of employees considering leaving their positions This suggests that in customer service roles, employee turnover intentions may stem from their level of job satisfaction linked 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, as it reflects employees' perceptions of fairness in their treatment by the organization This construct is crucial for fostering a positive workplace environment and enhancing employee satisfaction and engagement.

Organizational justice is primarily categorized into two types: distributive justice and procedural justice Distributive justice, rooted in Adam's equity theory (1965), pertains to individuals' perceptions of fairness regarding the outcomes they receive When employees compare their inputs and outcomes to those of their peers and find discrepancies, they may feel compelled to address these inequalities, potentially leading to negative or positive adjustments in behavior (Elamin, 2012) For instance, if employees perceive a decision as unjust, it can trigger detrimental work behaviors.

Distributive justice focuses on the fairness of outcomes, while procedural justice emphasizes the processes used to reach decisions (Hopkins & Weathington, 2006; Greenberg, 1987) Research indicates that employees react not only to perceived inequalities but also to the fairness of the procedures leading to outcomes (Leventhal, 1980) Thibaut and Walker (1975) demonstrated that involving employees in decision-making fosters a sense of control, leading to greater satisfaction with the evaluation process Consequently, when employees perceive the process as fair, they are more likely to view the final outcomes as legitimate and trustworthy.

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

Proposed model

This study aims to explore the impact of problematic customers on employee emotional exhaustion and turnover intentions, drawing on literature related to job satisfaction and perceived organizational justice The proposed model will identify and measure the factors linked to challenging customer interactions that contribute to employee emotional strain, while also examining how perceived organizational justice may serve as a moderating factor in this relationship.

Figure 1 The proposed research model

Hypotheses summary

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

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

H4 - Emotional exhaustion has a negative effect on job satisfaction.

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.

Chapter summary

This chapter provides concise definitions and insights into the theoretical frameworks regarding the impact of problematic customers on organizational behavior Due to the lack of prior research on this issue in Vietnam, this study aims to identify and measure the relevant factors The subsequent chapter will outline the research methodology designed to test the proposed hypotheses.

Research design process

Literature review Final questionnaire A survey of responses

Initial questionnaire Revision Reliability analysis

Revision Draft questionnaire Regression Result

DESIGN PILOT SURVEY MAIN SURVEY

The questionnaire design process commenced with a literature review of relevant studies related to the proposed model An initial draft was created from selected constructs and underwent back-translation To ensure clarity and comprehensibility, this draft was piloted through ten in-depth interviews Subsequently, the final questionnaire was distributed to 500 targeted individuals, yielding approximately 369 responses The collected data was analyzed using Cronbach's alpha for reliability, exploratory factor analysis (EFA), and multiple regression analysis in SPSS to ensure reliable results.

Measurement scales

The study utilized various established measurement scales to assess key factors related to workplace dynamics: abusive and unreasonably demanding customer behaviors were measured using scales adapted from Dormann and Zapf (2004), emotional exhaustion was evaluated through the scale developed by Maslach and Jackson (1981), and occupational turnover intention was assessed using the scale from Hom, Griffeth, and Sellaro (1984) Additionally, job satisfaction was measured based on the scale by Churchill et al (1974), while perceived organizational justice was evaluated using the scale 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

Many customers tend to direct their frustration towards me instead of the company policies when I am unable to resolve their issues It is common for customers to raise their voices, and they often become upset over even 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 and fail to recognize the rules we must follow Additionally, they may not be aware of how busy we are, leading to unreasonable complaints This behavior can complicate our work and contribute to emotional exhaustion among our staff.

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

The pressure from my job leaves me feeling emotionally drained, and the constant interaction with customers often leads to frustration I find myself working excessively hard to meet their expectations, which adds to my stress and exhaustion.

Many employees experience burnout from the pressure to meet top management's expectations, leading to feelings of exhaustion by the end of the workday This fatigue often extends into the morning, making it challenging to face another day at work.

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

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 It was crafted 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.

Screening questions are essential for identifying whether respondents belong to the target group, ensuring that only those who frequently interact with customers through emails, phone calls, or face-to-face encounters proceed to the next section.

The demographic profile of interviewees provides valuable insights for researchers, enabling them to assess how factors such as age, gender, years of experience, and type of organization impact the overall research outcomes.

This session focuses on measurement scales utilizing a five-point Likert scale, which includes responses ranging from strongly agree to strongly disagree The aim is to assess key elements of the proposed model, specifically addressing abusive customers, unreasonably demanding customers, perceived organizational justice, emotional exhaustion, job satisfaction, and occupational turnover intention.

Sampling

This study examines the impact of problematic customers on employee emotional exhaustion and its influence on turnover intentions The research specifically targets customer service officers engaged in direct customer interactions in Ho Chi Minh City, Vietnam.

In this study, a sample size of at least 105 was determined necessary for effective multivariable analysis, particularly factor analysis and multiple regression methods, as recommended by DeCoster (2004) Given that there are 38 variables to analyze, the sample size should ideally be five times the number of factors to ensure robust results.

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 efficiently collect essential data for the study, questionnaires were distributed to approximately 500 participants through direct delivery, emails, and Facebook via an online Google Drive survey Utilizing a quantitative research method, convenience sampling was employed to streamline the process and enhance efficiency.

This 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 research.

To evaluate the reliability of the measurement scales, Cronbach’s alpha reliability analysis was conducted A scale is deemed reliable when its Cronbach’s alpha coefficient is 0.7 or higher (Pallant, 2005) Additionally, items with an item-total correlation value below 0.5 were excluded to enhance the reliability of the measurement scales.

Exploratory Factor Analysis (EFA) is utilized to determine the influencing factors and their significance, 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 test the hypotheses and proposed model, multiple linear regression analysis was used

To determine if the result is accepted or not, Pallant (2005) advised that below conditions need to be met:

 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 research 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 discussed The following chapter will present further analysis and research findings.

Sample analysis

4.1.1Sample 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 or junior Additionally, the gender distribution showed that 263 women (71.3%) and 106 men (28.7%) participated, highlighting the occupational characteristic that the majority of customer service personnel are female.

Over 60% of respondents are employed by 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 between 1 to 3 years of experience and others possessing 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 size predominantly consists of women employed in non-government corporations, showcasing a diverse range of experience in customer interactions This demographic is anticipated to effectively represent 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 achieve acceptable reliability, each construct must have a Cronbach's alpha coefficient exceeding 0.7 Additionally, the corrected item-total correlation for each item should be greater than 0.5; items falling below this threshold will be excluded from further analysis.

The reliability analysis revealed that all items were consistent except for one, DC6, which was excluded due to a corrected item-total correlation of 0.412, falling below the acceptable threshold of 0.5 Overall, the analysis assessed six constructs comprising a total of 38 items.

The constructs in the table demonstrate high reliability, each exceeding a value of 0.8 Notably, the Abusive Customer construct scores 0.857, the Unreasonably Demanding Customer scores 0.865, Distributive Justice is at 0.814, and Job Satisfaction is recorded at 0.847 Furthermore, the Emotional Exhaustion construct also reflects significant 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 a study analyzing the impact of 23 independent factors across four variables on employee exhaustion, job satisfaction, and occupational turnover intention, only one factor (DC6) failed to meet the Cronbach’s Alpha requirement Consequently, the remaining factors were subjected to exploratory factor analysis (EFA) The researcher opted to conduct EFA individually for each variable 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 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 on two factors simultaneously, being outside their designated groups, or having unacceptable values The resulting 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 level of 0.000, indicates significant correlations among the newly extracted components Additionally, a KMO value of 0.785 suggests a strong adequacy for employing factor analysis, reflecting a 78.5% suitability level.

The proposed model outlines four key hypotheses: first, it examines the impact of abusive customers and unreasonably demanding customers, alongside distributive and procedural justice, as independent variables affecting emotional exhaustion, the dependent variable Second, it posits emotional exhaustion as an independent variable influencing job satisfaction Lastly, the model investigates emotional exhaustion and job satisfaction as independent variables that affect occupational turnover intention, the dependent variable.

4.2.3.1Multiple 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, mean centering of predictor variables is strongly advised, as suggested by Aiken and West (1991) and McClelland and Judd (1993) In the proposed model, mean-centered predictors led to the formation of interaction terms: AC_DJ (Abusive customers and Distributive justice), AC_PJ (Abusive customers and Procedural justice), DC_DJ (Unreasonably demanding customers and Distributive justice), and DC_PJ (Unreasonably demanding customers and Procedural justice) The regression analysis revealed an adjusted R-squared of 0.462, indicating that emotional exhaustion (EE) is explained by 46.2% through six predictors: AC, DC, DJ, PJ, DC_DJ, and DC_PJ However, the interaction terms AC_DJ and AC_PJ were not significant, as their coefficients showed p-values exceeding 0.05.

4.2.3.2Multiple 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).

4.2.3.3Multiple 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, which serve as independent variables, and occupational turnover intention, 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 robust evidence supporting the hypotheses that abusive and excessively demanding customers significantly contribute to the emotional exhaustion of customer service representatives (H1: b = 0.372, sig < 0.05; H2: b = 0.1106, sig < 0.05) Furthermore, high levels of emotional exhaustion negatively affect employees' job satisfaction and increase their intention to leave the job, indicating a detrimental impact on overall job satisfaction (H3: b = 0.433, sig < 0.05; H4: b = -0.569, sig < 0.05) These findings align with prior research, such as that conducted by Poddar and Madupalli (2012), reinforcing the consistency of these results in similar contexts.

The final four hypotheses (H6A, H6B, H6C, and H6D) examined the moderating role of perceived organizational justice on the connection between problematic customers and employees’ emotional exhaustion Notably, only two hypotheses received strong support, specifically those involving unreasonably demanding customers Distributive justice was found to mitigate the negative impact of these demanding customers on employees’ emotional exhaustion, while procedural justice exacerbated this adverse effect Conversely, perceived organizational justice did not 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.

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

H4 – Emotionalexhaustion hasa negative effect on job satisfaction.

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

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 among four key factors: abusive customers, unreasonably demanding customers, distributive justice, and procedural justice, in relation to emotional exhaustion It further investigates how emotional exhaustion impacts job satisfaction and occupational outcomes Chapter 4 reveals that the findings support 7 out of 9 hypotheses, highlighting significant relationships in these areas.

Employee emotions can be drained by abusive and excessively demanding customers, leading to decreased job satisfaction and higher turnover intentions Implementing procedural and distributive justice can help moderate these negative feelings among employees These dynamics illustrate the challenges faced by both companies and employees 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 impact, compared to only 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 social stressors, such as unrealistic expectations Interestingly, distributive and procedural justice do not appear to mitigate the emotional toll of abusive customers, as evidenced by significant values of 0.502 and 0.691, which exceed the standard threshold of 0.005 This contrasts with Li and Zhou's (2013) assertion that a supportive work environment can effectively moderate the effects of customer verbal aggression Employees often feel helpless when faced with abusive remarks, as managers lack the evidence to address these issues adequately Conversely, the relationship between demanding customers and emotional exhaustion can be moderated by distributive and procedural justice, with influencing factors at 24.1% and 15%, respectively Furthermore, research by Arnold and Dupré (2012) highlights that positive job-related emotions stem from high levels of care and appreciation within the organization.

The study reveals that emotional exhaustion significantly impacts job satisfaction and increases the intention to leave one's occupation, 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 effects of emotional exhaustion on job satisfaction and its correlation with turnover intentions.

Implications and recommendations

As Vietnamese enterprises strive to recover from the recent economic crisis, they must meet customer demands to remain competitive, necessitating a combination of exceptional products and services To achieve this, companies need to prioritize both customer care and the well-being of their employees According to 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 and fostering emotional intelligence among staff are crucial steps to enhance employee resilience and performance.

The notion that "the customer is not always right" highlights the need for a balanced perspective in organizational dynamics It is crucial for management to enhance their awareness and responsibility while implementing systems to address customer misbehavior effectively Companies should prioritize fairness and reasoning in their operational procedures and customer policies Additionally, to mitigate turnover intentions in both organizational and occupational contexts, businesses must consider factors beyond just salary, benefits, and compensation.

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 all customer service representatives are ideally suited for roles that require direct interaction with customers Individuals who lack self-confidence and social skills may struggle significantly when faced with challenging customers Therefore, assessing job suitability is crucial for understanding the underlying causes of emotional exhaustion and addressing problematic customer behaviors.

The study takes a broad approach, not targeting any specific field or industry, which may lead to varying results across different sectors Future research could focus on particular professions, such as salespeople, call center agents, government officials, and healthcare staff, to better understand the unique characteristics and outcomes within those areas.

In conclusion, 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 could lead to more insightful findings in future reports.

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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 anh/chị có thể dành ít phút chia sẻ kinh nghiệm làm việc với khách hàng và hoàn thành bảng khảo sát qua đường link dưới đây Cảm ơn sự hỗ trợ của anh/chị!

Sự hỗ trợ của anh chị sẽ cung cấp cho tôi thông tin quý giá để hoàn thành dự án và đưa ra những đề xuất thực tiễn cho doanh nghiệp, từ đó nâng cao quy trình làm việc với khách hàng, tạo ra môi trường làm việc tích cực hơn Tôi cam kết giữ bí mật hoàn toàn thông tin của anh chị Nếu có bất kỳ thắc mắc nào trong quá trình khảo sát, xin 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 hoàn toàn có khả năng giải quyết 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 mình đang làm quá nhiều để làm hài lòng khách hàng.

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.

Người quản lý luôn cung cấp lý do rõ ràng cho các quyết định liên quan đến công việc của tôi, đồng thời đưa ra những giải thích hợp lý khi đưa ra các quyết định này.

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.

Le Ha Thu, a graduate of the MBus program at the University of Economics in Ho Chi Minh City, is conducting a survey titled "The Influence of Problematic Customers on Employee’s Emotional Exhaustion and Turnover Intentions." This research aims to explore how challenging customer interactions impact employee well-being and their likelihood of leaving the organization.

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 service processes Rest assured, all responses will remain confidential and will only be used for academic purposes, with no individual data reported.

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 burned out from my job.

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.

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

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

DESCRIPTIVE INFORMATION

Cumulative Percent Valid 18 - 24 years old

Cumulative Percent Valid State-owned company Private company

Cumulative Percent Valid Below 1 year of experience

CRONBACH’S ALPHA

Scale Variance if Item Deleted

Mean Variance Std Deviation N of Items

Scale: UNREASONABLE DEMANDING CUSTOMER - 2 Reliability Statistics

Kaiser-Meyer-Olkin Measure of Sampling

Bartlett's Test of Approx Chi-Square

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.

RESULTS OF MULTIPLE LINEAR REGRESSION

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

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 Collinearity Statistics

Model B Error Beta t Sig Tolerance VIF

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

Collinearity Diagnostics a a Dependent Variable: EE

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

1 573 a 328 325 9229 a Predictors: (Constant), JS, EE ANOVA a

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

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	97
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