Customer Incivility on Organizational Citizenship Behavior Toward Customers: A Social Exchange Theory Perspective
Main Article Content
Abstract
This study aims to examine how the desire for revenge functions as a mediating variable in the relationship between customer incivility and organizational citizenship behavior toward customers (OCB-C), and how perceived organizational support (POS) moderates this process. Drawing on Social Exchange Theory, data were collected from 596 frontline service employees across 60 hotels in Hat Yai, Mueang, and Sadao districts of Songkhla Province. Using a multi-stage sampling approach, 9–10 respondents were surveyed from each hotel. Data were gathered through questionnaires and analyzed using Structural Equation Modeling (SEM).
The results indicate that the desire for revenge fully mediates the relationship between customer incivility and OCB-C. Furthermore, perceived organizational support weakens the indirect effect of customer incivility on OCB-C through the desire for revenge. Specifically, when perceived organizational support is low, customer incivility increases employees’ desire for revenge and subsequently reduces OCB-C. In contrast, when perceived organizational support is high, these negative effects are significantly mitigated. The findings highlight the importance of human resource development (HRD) strategies in promoting and sustaining positive service behaviors among frontline employees.
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