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Frontline employees’ nonverbal cues in service encounters: a double-edged sword

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Abstract

In this research, we look at the similarity between frontline service employees’ nonverbal or expressive behavior and customers’ receptivity of nonverbally expressed emotions (i.e., expressive similarity). Supported by evidence from four studies, we demonstrate that expressive similarity between customers and frontline service employees yields positive outcomes for both the employee and the organization under successful service delivery, but it can paradoxically backfire on the organization in service failures. In successful service encounters, higher expressive similarity between customers and employees enhances consumer satisfaction and promotes more direct compliments and positive word of mouth. In contrast, higher expressive similarity increases customer dissatisfaction and intent to engage in negative word of mouth, but it reduces customers’ inclination to lodge direct complaints following a service failure (Study 1). Studies 2 and 3, both field experiments, provide external validation of the key findings on customer satisfaction and voice intentions (Study 2) as well as actual voice behavior (Study 3). Building on these findings, Study 4 reveals that while customer-perceived rapport and trait impressions of the service employee mediate the observed effects of expressive similarity on satisfaction, only rapport significantly explains the effects of expressive similarity on voice intentions. Theoretical and managerial implications, along with suggestions for future research, conclude the paper.

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Notes

  1. As the focus of this research is to understand the effects and mechanisms of low vs. high expressive similarity, we do not make a distinction for the specific expressiveness–receptivity configurations for each level of expressive similarity. Further, there is no a priori theoretical basis for expecting a difference in effects due to different configurations of low/high expressive similarity on the set of constructs being examined in this research (i.e., satisfaction, voice, rapport, and trait impressions). We thank an anonymous reviewer for suggesting that we clarify the scope of our examinations of the expressiveness–receptivity combinations for low/high expressive similarity.

  2. For this field study, two female freelance actors were hired and trained to deliver the service interaction script. The actors took turns at the field site, and worked for only a short block of time. This was done to avoid burnout on the part of the actors, which could cause variability in their expressiveness. Before the study, the two actors tuned their expressiveness delivery to ensure that they displayed consistent and similar levels of nonverbally expressed emotions. Actor difference was not significant in any of the analyses.

  3. The field site was a 6-star hotel, and therefore it was appropriate that the level of smiling was moderately high, even in the low-expressiveness condition. If the level of smiling was very low, respondents might be suspicious as they expect courteous service from employees of luxury hotels.

  4. Our results from Studies 1 and 2 suggest that there are no systematic differences between the exact configurations of low (low expressiveness–high receptivity vs. high expressiveness–low receptivity) or high (low expressiveness–low receptivity vs. high expressiveness–high receptivity) expressive fit. Given this, for time and cost effectiveness, only one level of expressiveness was used to create low/high levels of expressive fit. There were also practical considerations for using only one level of expressiveness. The field site was in a location with high foot traffic, so people passing the stall (who were potential customers) could witness the sales pitch delivered by the actor. Keeping to the same style for a long duration could thus raise suspicions or create unintended negative impressions (due to variability in perceived enthusiasm). Therefore, we decided to use only one level of (high) expressiveness for Study 3.

  5. We thank an anonymous reviewer for highlighting this to us.

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Authors and Affiliations

  1. Division of Marketing and International Business, Nanyang Business School, Nanyang Technological University, 50 Nanyang Avenue, S3-B1B-73, Singapore, 639798, Singapore

    Elison Ai Ching Lim

  2. Institute on Asian Consumer Insight (ACI), Nanyang Business School, 50 Nanyang Avenue, S3-B1C-121, Singapore, 639798, Singapore

    Elison Ai Ching Lim

  3. Department of Marketing, NUS Business School, National University of Singapore, Mochtar Riady Building, 15 Kent Ridge Drive, BIZ 1, 8-27, Singapore, 119245, Singapore

    Yih Hwai Lee

  4. Division of Engineering & Technology Management, Faculty of Engineering, National University of Singapore, Block EA, #05-34, 9 Engineering Drive 1, Singapore, 117575, Singapore

    Maw-Der Foo

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  1. Elison Ai Ching Lim
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Correspondence to Elison Ai Ching Lim.

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Lim, E.A.C., Lee, Y.H. & Foo, MD. Frontline employees’ nonverbal cues in service encounters: a double-edged sword. J. of the Acad. Mark. Sci. 45, 657–676 (2017). https://doi.org/10.1007/s11747-016-0479-4

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