Burden or Benefit?

Abstract

PURPOSE OF THE STUDY Online reviews are critically important for service firms, with a vast body of research demonstrating their impact on consumer decisions (e.g., Wu et al. 2016). As a result, many service firms place great emphasis on reviews and solicit positive reviews while trying to minimize negative ones. But how do organizational approaches to review management impact service frontline employees (FLEs) involved in service delivery? This research adopts a Job Demands-Resources view (Bakker et al. 2005) to examine the mechanisms that lead FLEs to view online reviews either as a job resource or a job demand and explore implications for service provision, customer interactions, and FLEs’ relationship with their work. METHODOLOGY Using a qualitative approach, we recruited thirty-one participants for in-depth interviews. We interviewed service employees at various levels, including staff and managers, to gain insights from diverse perspectives (Epp and Otnes 2021). In the data analysis, we employed open coding of the interviews to identify themes in the data and group them into categories (Thompson 1997). Each interview was coded separately and then compiled to identify common themes and patterns. After the initial coding stage of first-order constructs, the data were analyzed considering the existing theory. FINDINGS Our preliminary findings show vast differences in how FLEs appraise reviews. Some FLEs see reviews as a job resource, as a recognition of efficient performance and a tool for service improvement. This led participants like Lucy, staff in a pub, to appraise reviews as “(…)overall a good thing. Cause you need to have a voice and you have to let everyone have a voice”. Yet other participants clearly perceive reviews as a job demand such as Liam, staff in a restaurant, who explained that “I think if anything, [reviews] drive a bigger wedge between the staff and the customers. It makes it feel like more of a performance than an enjoyable profession.” In these negative cases, participants see reviews as a way for customers to pressure staff, creating uncomfortable situations where employees had to explain themselves and possibly face consequences. These perceptions influence FLEs’ views on customers, with implications for their work. They may also affect interactions between staff and managers, creating tension between these roles. When employees perceive working conditions as negative or demanding, it may reduce FLE well-being and contribute to burnout and stress levels (Demerouti et al., 2001; Lesener et al., 2019). This can create an emotional burden for employees who perceive online reviews as a demand. On the other hand, when FLEs view reviews as a resource, the emotional outcomes can include happiness, enjoyment, and a sense of professional accomplishment. The interview data revealed that the company’s review management approach shapes FLEs’ appraisal of reviews. While some companies prioritize a customer-centric approach to manage ratings, others adopt an employee-centric approach. Employee-centric strategies include financial reward programs for staff members who manage to solicit positive reviews, as reported by Jennifer, a deputy manager in a hotel“(…) the first one each quarter will get dinner, bed and breakfast for two people. The one who comes second will get just a lunch or a dinner for two, and then the third person gets a bottle of champagne. So, it is a bit of an incentive and a bit of encouragement for them to be nice to the guests and encourage the guest reviews and leaving their names as well”. These initiatives seem to foster healthy competition among teams within the company, as well as a higher employee awareness about the importance of online reviews for business performance. The appraisal of online reviews also varied depending on who is assessing the situation. Managers tend to see online reviews in a more positive tone than staff. Some participants viewed online reviews as a company resource, helping attract new consumers on review platforms while also enhancing the team’s image with top managers. They also serve as useful input for training sessions and employee feedback. Additionally, reviews can accelerate policy or service provision changes that might otherwise take longer to be approved by management. Jennifer, the hotel manager, offers an example of a positive outcome that resulted from a negative online review “A lot of the times we can complain about things to head office and because there’s been no negative reviews about it or no mentions, they won’t think it’s high on their list. But as soon as it gets put out there on social media or into the review sites, that’s when they start picking up and that’s because they listen to the customer. And that’s when we get things done. So it is beneficial to us”. Jennifer seems to perceive online reviews as another communication channel between the service company and the consumers, which can enhance company performance and consumer experience (Hung et al., 2023). RESEARCH LIMITATIONS/ IMPLICATIONS Our work offers implications for setting managerial parameters that enhance the appraisal of online reviews as job resources rather than job demands, thereby supporting FLEs’ job well-being and their customer interactions. ORIGINALITY/ VALUE While much of the service literature focuses on online reviews from the consumer perspective, little attention has been given to FLEs as the focal point of analysis. Through their interactions with customers, FLEs bear some responsibility of whether the customer may leave a positive or negative review. Since online reviews have become a new service touchpoint that influences customers’ purchase decisions and company outcomes (Hung et al., 2023), it is essential to understand how FLEs perceive reviews and how these online comments are integrated into their service offerings. We contribute to prior literature by exploring how FLEs appraise online reviews, their impact on staff-management relationships and well-being, and the influence on service provision (van Jaarsvel et al., 2021; Subramony et al., 2021).