Violence in society, instability, negative culture and values, widespread injustice and discrimination are growing causes of concern (Bowie, Fisher, & Cooper, 2012). Workplace aggression poses a significant challenge to organizations due to its potential impact on employees’ mental and physical well-being (Niven, K. Sprigg, & Armitage, 2013). When customers become angry, they target an individual and provoke them. Provocation involves physical or verbal assaults from other people – acts that are identified by the recipient as aggressive in nature. Many studies on the effects of provocation suggests that in general, we rarely “turn the other cheek” when subjected to such treatment. On the contrary, most people tend to reciprocate in one
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Amarsinghs employee profile. Assuming there are no red flags, I would hire her back. Her rehiring would come with some slight repercussions. Ms. Amarsingh would not be paid for time lost and she would be mandated to attend anger management classes outside of company time. I would also seek out the passenger that had assaulted my employee and ban her from JetBlue airlines for a specified amount of time. I would want to publically announce that although we do not stand for such behavior on either side, we do value our employees and customers and we want each party to have the right to a peaceful and unthreatened flying experience. I would make it publically known that the employee was temporarily let go without pay but has been hired back as long as she agreed to take anger management classes. That being said, I would also have the employee publically apologize for her …show more content…
Service organizations should be attuned to how the nature of services can affect customer rage. Since services occur in real time, the risk of failure is always high. Therefore, it is imperative that organizations take a systematic approach to managing rage incidents. For example, the C.H.A.R.M. School provides lessons in Customer Hostility and Rage Management. Employees learn various identification techniques to spot potential incidents before they happen and plausible tactics to defuse potentially dangerous customers. Forward thinking organizations that prepare employees for rage through such programs are making a commitment to a better service experience (Grove, Fisk, & John, 2004).
The development of skills in violence management for relevant staff is an important part of risk management, i.e. being able to de-escalate a potentially violent situation. There is a balance between the need to prevent and manage violent behavior so that staff and clients are safeguarded, and the need to promote the health and welfare of individuals (NSW Health,
Amarsinghs employee profile. Assuming there are no red flags, I would hire her back. Her rehiring would come with some slight repercussions. Ms. Amarsingh would not be paid for time lost and she would be mandated to attend anger management classes outside of company time. I would also seek out the passenger that had assaulted my employee and ban her from JetBlue airlines for a specified amount of time. I would want to publically announce that although we do not stand for such behavior on either side, we do value our employees and customers and we want each party to have the right to a peaceful and unthreatened flying experience. I would make it publically known that the employee was temporarily let go without pay but has been hired back as long as she agreed to take anger management classes. That being said, I would also have the employee publically apologize for her …show more content…
Service organizations should be attuned to how the nature of services can affect customer rage. Since services occur in real time, the risk of failure is always high. Therefore, it is imperative that organizations take a systematic approach to managing rage incidents. For example, the C.H.A.R.M. School provides lessons in Customer Hostility and Rage Management. Employees learn various identification techniques to spot potential incidents before they happen and plausible tactics to defuse potentially dangerous customers. Forward thinking organizations that prepare employees for rage through such programs are making a commitment to a better service experience (Grove, Fisk, & John, 2004).
The development of skills in violence management for relevant staff is an important part of risk management, i.e. being able to de-escalate a potentially violent situation. There is a balance between the need to prevent and manage violent behavior so that staff and clients are safeguarded, and the need to promote the health and welfare of individuals (NSW Health,