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To facilitate a goal of hiring more employees with work passion, this research investigates the content job seekers include in recruiting messages to determine if this content changes with job seekers’ work passion.

Study participants were full-time professionals who wrote recruiting messages for their current jobs and answered questions about their work passion and work histories. These recruiting messages were content analyzed for themes. The percentages of recruiting message content for each theme were entered as endogenous variables in a structural equation model with harmonious and obsessive work passion are exogenous variables.

A significantly positive relationship was found between participants’ harmonious work passion and the amount of passion-related content in their recruiting messages.

Findings suggest that organizations may consider including more passion-related content in recruiting messages, if their recruiting strategy aims to attract more high-work-passion job applicants.

This is one of the first studies on the role of work passion in recruiting messages. This study also uses a unique combination of qualitative and quantitative analyses.

This chapter summarizes a meta-analysis of 72 studies (N= 20,701) that link customer mistreatment (abusive, nasty, and rude behavior of customers toward employees) to psychological, attitudinal, and behavioral strains. Results showed that customer mistreatment related significantly to a variety of psychological and attitudinal strains (emotional exhaustion, emotional strain, job (dis)satisfaction, turnover intentions, perceived organizational support, and supervisor support) and behavioral strains (reduced customer service performance and counterproductive work behavior (CWB) directed toward organizations and customers). These results were similar to those found with general mistreatment, suggesting that mistreatment by organizational outsiders might have similar effects to mistreatment from organizational insiders. These results suggest a clear association of mistreatment with strains, but recent work is discussed that questions the typical assumption that mistreatment leads to CWB rather than the reverse.

Building upon the psychological literature on responses to potentially traumatic events (e.g., Bonanno, 2004; Tugade & Fredrickson, 2004), this chapter explores the potential impact of managers’ affective expressions during tumultuous times at work. We propose that managerial displays of positive emotions that are also socially appropriate and authentically experienced will enhance employee and team change-related outcomes. We also explain why emotional suppression on the part of managers may be detrimental to healthy employee responses to change. Finally, we discuss theoretical and practical implications of this model.

Closing the treatment gap in depression is vital to prevent people from losing their jobs. Delivering group-based interventions at work could reach more employees than delivering 1:1 interventions in a clinical setting. This study aims to redesign a Treatment Programme to make it more acceptable and accessible for employees with depression.

A mixed-methods exploratory sequential design with a high level of stakeholder consultation was used to redesign an interdisciplinary Work-focussed Relational Group CBT Treatment Programme for moderate-severe depression. Qualitative data from focus groups and quantitative data from a small feasibility study were integrated to develop the new Training (and Staff Support) Programme (TSSP), which was fully specified and manualised in line with the Template for Intervention Description and Replication (TIDieR) for future delivery.

Focus groups identified a need for improved acceptability and accessibility of the tertiary preventative Work-focussed Relational Group CBT Treatment Programme. This programme was, therefore, simplified for delivery by peer facilitators at the worksite as an intervention for all employees rather than an indicated/targeted intervention for only those with symptoms/risk of depression. The TSSP comprised a compulsory trauma-informed educational/experiential workshop over four days plus optional open-ended, peer-led base groups set up and run by volunteer peer facilitators.

The focus groups comprised a convenience sample who knew the researchers as a colleague or therapist, so there is a risk of selection or relationship bias. They were not involved in the data analysis which undermines the element of co-production and increases the risk of analytic or confirmation bias.

Delivering the new intervention in a group format will require peer facilitators to acquire skills in co-facilitation using a structured-directive leadership style and an awareness of the potential side effects of group-based interventions.

The worksite TSSP provides a democratic learning space and empowers employees to stay at work by self-managing their symptoms and by challenging the interpersonal dynamics and organisational structures that might precipitate and perpetuate depression.

This intervention is fully specified and manualised with an explicit programme theory, unlike most universal worksite-based CBT programmes.

The purpose of this paper is to demonstrate that customer engagement behavior may not always be a positive experience for customers. Specifically, the paper examines the effect of sources of help (employee vs customer) on customer satisfaction, and the underlying mechanism behind such an effect.

Three studies were conducted to test the hypotheses, and bootstrapping was used to analyze the proposed mediation and moderation models.

The results from the studies demonstrated the effect of sources of help (employee vs customer) on customer satisfaction. Specifically, compared to those who have received help from employees, customers who have received help from other customers showed lower satisfaction toward the firm. The relationship between sources of help and satisfaction was mediated by an affective factor, embarrassment, and a cognitive factor, altruistic motivation. In addition, the relationship between embarrassment and satisfaction was moderated by concern for face.

Firms should devote more resources toward minimizing customers’ embarrassment during service encounters and demonstrate altruistic motivation to provide voluntary help to lead customers to reciprocate helping.

The current research provides a new perspective on customer engagement behavior during service encounters. This research highlights the negative outcomes of receiving help from other customers.

Authenticity is a complex character that is valued in service contexts. Frontline service employees (FSEs), as both brand representatives and individuals who interact with clients, can signal their authenticity to customers. The purpose of this study is to investigate how FSEs signal their authenticity to customers. The authors investigate authenticity signal themes and develop a typology of how FSEs use these signals in the workplace.

This research uses a multi-method approach: qualitative data were collected through in-depth interviews with FSE and customers and quantitative data were collected in a follow-up survey using a sample of financial planners.

Findings from both studies show that FSE can use signals reflecting the display of client-centricity, positive emotions, transparency and disclosure of personal information. A latent profile analysis reveals three authenticity signal profiles, differing in the extent to which FSE uses each of these signals.

This study identifies how FSEs can shape perceptions of authenticity in a service context, thus expanding theory by integrating both personal and brand authenticity perspectives. The findings further demonstrate that authenticity can be signaled on multiple dimensions, reflecting the complex nature of this construct.

The findings from this research can guide managers in developing workplace policies that enable FSEs to display authenticity in various ways to customers. Managers can further use the insights from this research to identify needs for FSE training and development.

The authors create novel insights into how FSEs signal authenticity to customers given their dual roles as individuals and brand representatives. This study offers nuanced insights into different types of signals and their application in a service context.

This paper aims to identify personality trait differences between social and traditional entrepreneurs.

The Durham Business School’s General Enterprise Tendencies (GET) test was chosen to measure an individual’s entrepreneurial personality. The choice was based on the test’s established use within industry and its ability to measure traits most commonly considered “entrepreneurial” by the extant literature. The test was adapted for this study and distributed to both social and traditional entrepreneurs. The results were then statistically analysed to test for significant differences between the two groups.

It was found that social entrepreneurs exhibited statistically significantly higher levels of creativity, risk-taking and need for autonomy than traditional entrepreneurs. The results were then discussed critically in light of the literature.

The modest sample size was the main limitation of the research. In addition, the sample set was fairly culturally homogeneous. It has been recommended that an additional test be carried out with a larger sample size, consisting of a more culturally diverse range of participants, to improve the generalisation of the findings.

This research provides new insights into personality trait differences between social and traditional entrepreneurs and is particularly useful to those with an interest in entrepreneurial orientation and those interested in the identification and development of social entrepreneurs.

The purpose of this paper is to contribute to the special issue theme by exploring customer response to automated relationship management tactics on social media channels.

A total of 17 in-depth interviews of young adults, ranging from the age of 19 to 26, were conducted. From this, customer journey maps were compiled incorporating socialbots as a valuable touch point along the service delivery cycle.

The research frames the socialbot as a valued customer service agent to young adults with some favouring this over telephone and email communication methods. Younger consumers respond positively to the quick resolution offered by the socialbot mechanism with most acknowledging that the bot is only able to manage simplified requests. Human-to-human customer relationship management is preferential when the query reaches critical mass.

Socialbots on Facebook Messenger provided the research context for this study; therefore, other platforms and owned website bots should be considered in future studies.

This research identifies the younger generation as a key target market for the development of customer service-related bots.

To the best of the authors’ knowledge, this is the first study to examine the socialbot as an automated touch point in the customer journey and contributes knowledge to the growing body of literature focussed on artificial intelligence in customer service. Moreover, it provides valuable qualitative insights into how socialbots influence the customer experience and related outcome measures.

The National Association for Professional Development Schools (NAPDS) recognizes that there is a tendency for the term “PDS” (Professional Development School) to be used as a catch-all for various relationships that constitute school–university partnership work. The intent of this NAPDS statement is to assert the essentials, or fundamental qualities, of a PDS. NAPDS encourages all those working in school–university relationships to embrace the Nine Essentials of PDSs communicated in this statement. The Essentials are written in tangible, rather than abstract, language and represent practical goals toward which work in a PDS should be directed.

Policy statement.

NAPDS maintains that these Nine Essentials need to be present for a school-university relationship to be called a PDS. Without having all nine, the relationship that exists between a school/district and college/university, albeit however strong, would not be a PDS. How individual PDSs meet these essentials will vary from location to location, but they all need to be in place to justify the use of the term “PDS.”

For those in established PDSs, some aspects of this document will be confirmed, while other aspects may be identified as needing attention. For those aspiring to establish PDSs, the authors offer this statement as a useful guide for their work. NAPDS invites individuals involved in school–university partnerships to share this statement with colleagues in the spirit of continuous improvement. By coming to terms with the challenges and opportunities inherent in this statement, the study can collectively fulfill the vision of this remarkable and distinct partnership called PDS.

This policy statement articulates how the Nine Essentials are the foundation of PDS work.