Intervening Role of Emotional Exhaustion and Perceived Organizational Support — JIBM (2024)

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Journal of International Business and Management, 7(3): 01-18 (2024), Intervening Role of Emotional Exhaustion and Perceived Organizational Support between Customer Mistreatment and Employee Turnover Intention in Star-Rated Hotels, by Li Qiaoling, Alireza Mohammadi, Chen Meihua, Song Yiman and Amer Hamzah Jantan. The abstract states that the study investigates the impact of customer mistreatment behaviors, including verbal abuse, illegal customer complaints and unreasonable demands, on employee turnover intention. It states that data were collected from frontline employees in 329 star-rated hotels in Sichuan, China using a quantitative approach and Partial Least Squares Structural Equation Modeling, assessing the mediating role of emotional exhaustion and the moderating role of perceived organizational support.

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Journal of International Business and Management, 7(3): 01-18(2024)
Print ISSN: 2616-5163
Online ISSN: 2616-4655

JIBM
Journal of International Business and Management (JIBM)
Journal Homepage: https://rpajournals.com/jibm

Intervening Role of Emotional Exhaustion and Perceived Organizational
Support between Customer Mistreatment and Employee Turnover
Intention in Star-Rated Hotels

Li Qiaoling1
Alireza Mohammadi2*
Chen Meihua3
Song Yiman4
Amer Hamzah Jantan5
City University Malaysia, Malaysia1,2,3,4,5,
Nanchong Professional Technical College, China1,4,

Abstract
The main objective of the study is to investigate the impact of customer mistreatment
behaviors, such as customer verbal abuse, illegal customer complaints, and unreasonable
customer demands, on employee turnover intention. Utilizing a quantitative approach,
this study adopts and modifies a questionnaire to collect data from the frontline
employees in 329 star-rated hotels in Sichuan, China using a simple random sampling
technique. This study uses Partial Least Squares Structural Equation Modeling (PLS-
SEM) to assess the relationship between Customer Mistreatment and Employee
Turnover Intention, as well as the mediating role of emotional exhaustion and the
moderating role of perceived organizational support. This study focuses on identifying
the factors contributing to reduced employee turnover in the hospitality industry, which
is of practical significance for improving the efficiency of human resource management.
Signifying the importance of employee turnover intention, this conceptual study sheds
light on the intervening role of emotional exhaustion and perceived organizational
support.
Keywords: Customer mistreatment; Employee turnover intention; Perceived
organizational support; Emotional exhaustion

Corresponding Author*
DOI: https://doi.org/10.37227/JIBM-2024-02-6411

Introduction
A staff member at a prestigious hotel decided to resign following a distressing incident of
verbal abuse by a customer at the hotel's front desk. During the researcher's interaction with
the employee, it became evident that the customer's disrespectful behavior significantly
contributed to the employee's emotional exhaustion. This emotional strain ultimately
influenced the employee's decision to quit, prompting the initiation of the current study to
delve into the broader implications of such incidents in the hospitality industry. Resignation
reports have surfaced due to the repercussions stemming from the external conduct of the

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organization, specifically customer mistreatment. This study, through a comprehensive
analysis of pertinent literature, reveals that employee turnover triggered by customer
mistreatment stands as a significant factor impacting organizational progress. The spectrum
of customer mistreatment encompasses three primary facets: verbal abuse, unjust
complaints, and unreasonable demands.
The financial repercussions associated with employee turnover are substantial, with
estimates suggesting that the replacement of a salaried employee could entail costs
equivalent to 6 to 9 months of their average earnings (Chiu, 2023). Notably, managers are
increasingly alarmed by the burgeoning expenses linked to staff turnover, which can surpass
200% of the annual salary (Ganong et al., 2020). While extant research extensively examines
internal factors such as job satisfaction, developmental opportunities, and corporate culture
concerning employee departures, there exists a discernible gap in understanding the
influence of external factors, particularly customer mistreatment behaviors (Palomino et al.,
2020).
Against the backdrop of the rapidly evolving digital economy and the "post-
pandemic" era, turnover rates have surged, reaching unprecedented levels in 2021 (Oğuz,
2022), a global trend observed across industries. The underlying reasons driving this
pervasive turnover phenomenon (W. Jones et al., 2022) and the factors prompting frontline
employees to exit their organizations have piqued the interest of economists, organizational
behavior researchers, and business leaders (Weatherly, 2021). Given the substantial cost
implications of employee turnover in service-oriented firms (Al-Suraihi et al., 2021),
deciphering the rationale behind this phenomenon assumes paramount importance.
Empirical evidence signifies the influence of demographic characteristics, perceived
organizational support, and emotional exhaustion among employees (Marchand &
Vandenberghe, 2016), as well as workplace environment factors (e.g., mistreatment by
supervisors, abusive leadership, etc.), promotion prospects, compensation, and benefit
packages on employees' intentions to leave their jobs (J. Yang et al., 2022). Moreover, the
differentiation between voluntary and involuntary turnover underscores the necessity of
distinguishing between the two, as this paper primarily focuses on intentional employee
separation.
The correlation between employee turnover intention and emotional exhaustion
received notable contributions in the recent literature such as Gull et al. (2022) highlighting
the significant impact of employee emotional exhaustion on turnover tendencies. Existing
literature suggests that emotional exhaustion serves as a crucial mediator of turnover
propensity among frontline employees with perceived organizational support moderating the
impact of career assignments on turnover intention (Wiriatmaja et al., 2021). Despite the
rapid growth of the hospitality industry in China, research examining the effect of customer
misbehavior encountered by frontline hotel employees on turnover intentions remains
limited (Kaushal & Srivastava, 2021).
Recent studies have explored the impact of individual employee variables on
turnover intention (Islam & Chaudhary, 2022), organizational affective commitment
(Elisabeth et al., 2021), and workplace climate factors (De Clercq et al., 2021). However,
there is comparatively less focus on the influence of external behaviors of hotel patrons on
frontline employees (Lin et al., 2021) and the reasons motivating employees to depart from
hotel establishments (Kang et al., 2021). Hence, the role of verbally abusive behavior, illegal
customer complaints, and unreasonable demands from patrons affect turnover intention
among hotel employees remains imperative.

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This study aims to examine the mediating role of emotional exhaustion in assessing
the relationship between customer mistreatment and employee turnover intention, besides
investigating the moderating role of perceived organizational support.

Research Questions
This study examined the mediating and moderating effects of emotional exhaustion and
perceived organizational support in customer misconduct on turnover intention among front-
line employees in the star-rated hotel industry in Sichuan province. Through an in-depth
literature review and field investigation, there is still a lack of research on the influence of
customer misconduct on frontline staff turnover rate in the Sichuan province star hotel
service industry. This paper fills the gap in research on the impact of customer misconduct
on employee turnover. This study aims to answer the following questions:
Therefore, this study raises the following questions:
1. To what extent does Customer mistreatment influence Front-line employees’
Turnover Intention in Star-Rated Hotels in Sichuan Province, China?
2. Does Emotional Exhaustion affect employees’ Turnover Intention in Star-Rated
Hotels in Sichuan province, China?
3. Does Perceived Organizational Support influence employees’ Turnover Intention in
Star-Rated Hotels in Sichuan province, China?
4. Does Emotional Exhaustion mediate the relationship between Customer
mistreatment and Front-line employees’ Turnover Intention in Star-Rated Hotels in
Sichuan province, China?
5. Does Perceived Organizational Support moderate the relationship between
Customer mistreatment and Front-line employees’ Turnover Intention in Star-Rated
Hotels in Sichuan province, China?

Scope of the study
The scope of this study is the front-line employees of Star Hotels in Sichuan Province, China.
The primary data is collected using a simple random sampling technique from the front-line
employees to ensure that the findings are representative of the research population. The
research respondents are working at a hotel serving clients face-to-face and should be
employed at their position for at least 6 months (Cohen et al., 2020). In this study, the first
batch of data was obtained by analyzing and evaluating the turnover intention of front-line
employees in 30 to 50 star-rated hotels randomly selected from 329 star hotels in Sichuan.
To ensure the accuracy of the analysis results, the boundaries of the study need to be
determined. In this study, participants were required to meet specific criteria:
1. They serve as front-line employees in a prestigious hotel enterprise located in Sichuan,
China.
2. They have actively engaged in necessary face-to-face customer service within the
enterprise for more than six months, ensuring they have experienced improper
customer behavior.
3. They hold Sichuan household registration to maintain a consistent cultural
background.
4. The electronic questionnaire will be dispatched to the HR department of the target
corporate sector for comprehensive data collection.
The outcomes of this study introduce novel management and service concepts to hotel
managers and staff in star hotels, establishing a robust groundwork for future research
endeavors (Xie et al., 2023). The primary contribution of this study lies in the identification

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of external factors influencing employee turnover intention. Additionally, it assesses the
mediating role of emotional exhaustion and the moderating impact of perceived
organizational support.

Significance of the study
This research is mainly concerned with perceived organizational support, affective event
theory (Weiss & Beal, 2005) and resource conservation theory (Halbesleben et al., 2014).
Holding the potential to generate diverse theories and models, shaping and validating
existing theoretical frameworks, while also introducing new ideas. Notably, theories such as
emotional event theory, perceived organizational support theory (Kurtessis et al., 2017), and
resource conservation theory are pivotal in elucidating the impact of customer abuse on
employee turnover intention (Raza et al., 2021). The integration of these theories into a
cohesive research framework marks the first significant contribution of this study, fostering
the development of new theories (Venkatesh et al., 2016). Furthermore, by focusing on Star
hotel companies in Sichuan, China, the research aims to address gaps in understanding
customer misconduct and its correlation with employee turnover (J. Zhang et al., 2023).
The theoretical underpinning of this study significantly contributes to our
comprehension of the relationship between client abuse and employee turnover intention (Pu
et al., 2022), constituting another notable contribution. The study has the potential to assist
researchers in related fields in understanding the impacts of customer verbal abuse,
unreasonable complaints, disproportionate demands, emotional exhaustion, and perceived
organizational support on the turnover intention of front-line employees. Moreover, the
outcomes of this research are expected to benefit hotel management, hotel scholars, and HR
managers of star hotels, particularly in terms of addressing customer misconduct and
employee turnover in star hotel companies (Nagar et al., 2023).
As of December 2023, Sichuan, China, possessed a total of 329 star-rated hotels,
forming the focal point for this study. The projected survey outcomes strive to illustrate that
comprehending customer misconduct and dissecting its origins, combined with maintaining
low emotional exhaustion and fostering high perceived organizational support, can
effectively alleviate the risk of turnover among front-line employees in a company. This
holds significant relevance, particularly against the backdrop of surging staff turnover rates
in China, notably within service hotel companies. The study aims to showcase the tangible
impact of factors such as emotional exhaustion and perceived organizational support in
curtailing employee turnover intention. By doing so, it is poised to generate both direct and
indirect economic benefits for China's star hotel industry, opening new avenues and
establishing a robust theoretical foundation for subsequent academic exploration and
practical initiatives.
Literature Review
Employee Turnover Intention
Employee turnover has long been the focus of attention in business and academia (Sainju et
al., 2021). According to recent statistics, the average turnover rate of employees is as high
as 20% in China's call industry and manufacturing industry (Ma et al., 2021). The higher
turnover rate leads to the lower production efficiency and product quality for the enterprise
(F. Liu et al., 2021). An excessively high turnover rate causes negative outcomes such as
increased personnel costs for many service enterprises (Jie et al., 2023; Sun et al., 2024).
A thorough examination of recent literature on employee turnover intention reveals a
robust association between this intention and actual turnover behavior. Given the challenges
associated with directly measuring turnover behavior due to its often-swift occurrence,

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scholars often initiate their inquiries by investigating turnover intention, which is more
readily measurable (Boyce, 2021).
Furthermore, employee turnover can be influenced by a multitude of factors, extending
beyond job-related aspects to encompass personal and family considerations (Marescaux et
al., 2020). Typically, employee turnover is regarded as a result of a combination of various
factors, highlighting its multifaceted nature (Namin et al., 2022). Realistically, putting an
end to the phenomenon of employees leaving their positions is impractical. Instead,
encouraging appropriate employee mobility can invigorate the enterprise.
Additionally, it's essential to acknowledge that employee turnover rates vary across
industries, positions, and job responsibilities (Liu-Lastres et al., 2022). Recognizing and
understanding these variations is crucial for developing effective strategies to manage and
address employee turnover.
Research indicates a discernible correlation between customer mistreatment and
employee turnover across various industries including healthcare, banking, call centers, and
insurance sales (Yong et al., 2020). In the context of the hospitality sector, customer
mistreatment encompasses instances of subpar interpersonal treatment directed towards
frontline service staff during service encounters, representing a unique stressor faced by
employees in this industry (Lyu et al., 2016). Customer mistreatment manifests in various
forms, including aggressive verbal communication, manipulative language usage (Kramsch,
2020), and challenges to the competence of frontline personnel (Luva & Naweed, 2023).
Given the nature of their roles, frontline employees in the hospitality sector encounter such
negative interactions with customers frequently, reflecting a prevalent issue in the industry
(Simillidou et al., 2020). Consequently, addressing customer mistreatment has emerged as
an increasingly pressing concern within the hotel industry (Yang et al., 2020).
These shreds of evidence suggest that the correlation between client abuse and turnover
intention is not well studied, and the existing literature does not give a clear answer. Many
scholars have studied the effects of internal organizational factors such as harsh leadership,
supervisor abuse, colleague abuse, etc., low wages, and long working hours (Yong et al.,
2020) on frontline employee turnover. Although external organizational factors also exist,
there is still a lack of evidence on the effect of customer abuse and employee turnover
intention which needs further research. This paper will test the relationship between
customer misconduct and employee turnover intention in star hotels in Sichuan, China.

Customer Verbal Abuse
Customer Verbal Abuse involves aggression toward another person's self-concept to induce
psychological distress and is categorized as a subset of hostility (Chin et al., 2020). Studies
suggest that individuals often perceive verbal abuse as justified, especially when they feel
the need to defend themselves (Dafny & Beccaria, 2020), particularly in situations involving
expressions of anger or attempts to manipulate another person's behavior (Jiang et al., 2021).
This study focuses on overt, hostile, and aggressive verbal abuse, as it is linked to
psychological harm, diminished morale, lower job satisfaction, and reduced productivity
(Khizar et al., 2023). Furthermore, verbal abuse can result in humiliation and demeaning,
impacting not only the self-esteem and well-being of frontline service employees but also
diminishing their overall productivity (Bernardo et al., 2018). Researchers have delved into
the realm of inappropriate treatment of customers in the workplace, with a specific emphasis
on interactions between customers and employees (Yagil, 2021). It's noteworthy that
customer verbal abuse may target both customers and employees (Huang & Kwok, 2021).

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While workplace behavior has been extensively studied in HR and organizational
behavior research, this study provides a unique perspective by being the first to incorporate
customer abuse and its adverse effects on employees (Brinsfield & Edwards, 2020).
Customers often become a significant source of abusive behavior in the workplace, and
verbal abuse is particularly prevalent among front-line employees in service companies.
Consequently, this area warrants further academic research and exploration.
The expanding body of literature on customer verbal abuse underscores the unique and
significant role that customers play in such abusive interactions at the workplace (Arvan et
al., 2020). The frequency and characteristics of language-based abusive interactions with
customers can differ from uncivil interactions among organization members (Al-Hawari et
al., 2020). In fact, there are several reasons why employees may experience worse treatment
from customers compared to their interactions with fellow colleagues within the organization
(Payne, 2023).
Unlike typical interactions among organizational members, many customer service
positions involve employees and customers who lack shared life experiences (Kandampully
et al., 2023). Grandey and colleagues propose that in various service-oriented industries,
customers represent an uncertain group in terms of their interactions with employees.
Furthermore, a lack of familiarity and communication between customers and employees
increases the likelihood of customers mistreating employees (Y. Wu et al., 2023). In reality,
customers do not bear a clear obligation to be friendly towards employees; rather, they tend
to prioritize receiving quality service in exchange for their payment (Abd-El-Salam, 2023).
Nevertheless, conflicts can arise between customers' expectations and employers'
expectations, leading to uncivilized behavior between customers and employees (Hughes et
al., 2023). This raises the question of whether verbal abuse from customers impacts the
turnover intention of frontline employees (Raza et al., 2021).
This study aims to concentrate on the phenomenon of customer verbal abuse and
thoroughly analyze its effects on employee turnover intention in star-rated hotels in Sichuan.
While the existing literature generally tends to focus on studying abusive behaviors exhibited
by colleagues or supervisors (Wei et al., 2023), it is crucial to acknowledge that in the service
industry, employees have more frequent interactions with customers than their colleagues or
supervisors (Robertson et al., 2023).
In addition, employees in the service industry typically face more abusive customer
behavior which leads to the following hypothesis:
H1: There is a significant relationship between customer verbal abuse and employee
turnover intention in Sichuan star hotels.

Customer Illegitimate Complain
The current study defined illegal complaints as fabrications, exaggerations, or false
accusations of service provider behavior. Increasingly, customers deliberately create
problems, which are defined as "Illegitimate complaints". were defined as "complaints that
did not experience service failure or dissatisfaction". Ro & Wong (2012) added that
complaints also occur when facts or circumstances are exaggerated, changed, or lied about,
or when service assurances are misused. In addition, Ro & Wong (2012) pointed out that
illegal complaints may also include those who falsely blame the company providing the
service. Combining these definitions, we can present three types of illegal complaints:
fabricated complaints (complaints that do not experience dissatisfaction), exaggerated
complaints (complaints that experience dissatisfaction, but complaints that are exaggerated,
fabricated, or lied about), and Illegitimate complaints (the company providing the service is

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not to blame). Illegitimate complaints were defined as complaints that fabricated,
exaggerated, or falsely blamed the service provider. Given the growing number of
Illegitimate complaints, it is important to investigate how to stop such practices (Ding &
Kuvaas, 2023). Therefore, important practical insights can be gained by investigating how
to stop such Illegitimate complaining behaviour (Yu, 2023). Research on this issue is
difficult because it is a sensitive issue, illegal complaints are illegal, and clients are not
willing to admit that they engage in such unethical and illegal behaviour (Soliman & Rinta-
Kahila, 2023). As an industry known for its willingness to go the extra miles to keep
customers happy, the hospitality industry is particularly vulnerable to unjustified
complaints(P. Q. Wang, 2024).
Illegitimate complaints will have a variety of negative effects on the hotel company,
front-line staff and customers (Wang, 2024); However, many hotel companies seem to turn
a blind eye to the illegal practice of customer complaints and tolerate the harm that it causes
(Hulsbergen & Nooteboom, 2023). Similar gaps have been identified in academic research:
mainly focusing on service quality, satisfaction (Gabbianelli & Pencarelli, 2023), loyalty,
and remediation of service failures and how frontline staff perceive, respond to, and respond
to illegal customer complaints (Zhao et al., 2023). As the main customer contacts of the hotel
business, front-line employees, as boundary crossers, play a significant role in creating a
good customer experience in the service delivery process. This paper studies the influence
of illegal customer complaints on employee turnover in star-rated hotels. This paper
proposes the following hypotheses:
H2: There is a correlation between improper customer complaints and employee
turnover intention in Sichuan star hotels.

Customer Disproportionate Demand
The perpetuator of disproportionate demands is an external source-customers that exhibit
uncivilized behaviors such as unreasonable demands or excessive demands (Kühlein et al.,
2023). Unreasonable demand behaviors are excessive, unrealistic, or unreasonable demands
from customers that go beyond normal service expectations. Frontline employees may face
challenges in fulfilling these requests, which can lead to increased stress and frustration
(Kühlein et al., 2023). When employees continually experience the stress of unreasonable
expectations, it can negatively impact their job satisfaction and overall well-being, ultimately
leading to a higher turnover intention (Liu & Wong, 2023). Disproportionate demands
behavior has been defined as customers asking to speak with their direct supervisor for no
reason, repeatedly asking for exclusive discounts, and asking employees to ignore company
policies. Disproportionate demands made by star hotel customers on frontline employees
include asking for unreasonable discounts (Xiang et al., 2023), asking for direct
conversations with executives, asking for free lodging and meals (Sana, 2020), and asking
for requirements and services that are beyond the scope of the contract (Lei et al., 2023).
These disproportionate demands can have a negative impact on employees' stress and
emotions at work. The impact of unreasonable customer demands on employee mental
health, employee job satisfaction and employee organizational commitment (Nguyen et al.,
2022). These disproportionate demands may cause psychological stress, anxiety and
emotional fatigue among employees, which may reduce their mental health. Impact of
disproportionate requirements on Employee Job Satisfaction (Jasiński & Derbis, 2023).
Unreasonable requirements can undermine employee job satisfaction by making them feel
disrespected and unrecognized (Dawei et al., 2023; Yao et al., 2024).

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These disproportionate demands may reduce employees' sense of loyalty and
commitment to the organization and increase their willingness to leave (Lu et al., 2023).
(Baquero, 2023), this is because unreasonable demands lead to dissatisfaction and
discomfort in the work environment (Mensah et al., 2023), which in turn creates a
willingness to leave. These unreasonable requirements lead to increased psychological
stress, lower job satisfaction and lower organizational support among employees (Malau,
2023). To mitigate these negative effects, star hotels should enhance employee training to
improve their ability to deal with the challenges of customer misbehavior (Choi et al., 2023),
improve customer service strategies to increase employee satisfaction, and create a
supportive work environment in which the team perceives knitting (Čarnogurský et al.,
2022).
Many researchers have found a strong correlation between the number and frequency
of unreasonable customer requests and turnover intentions (Yin et al., 2022). Similarly,
Layne et al. concluded that willingness to leave corresponds to stress in the work
environment. Frequent encounters with unreasonable customer demands in the workplace
can be very stressful for employees (Kim et al., 2023), and stressed employees are more
likely to leave their organization and seek another job opportunity. In addition, frequently
experiencing unreasonable customer demands can also lead to emotional exhaustion and
reduced perceptions of organizational support, resulting in higher turnover rates and
willingness to leave. Therefore, the more frequently employees experience unreasonable
customer demands (Robertson et al., 2023) (L. Lee et al., 2023), the higher the willingness
to leave may be. Therefore, the following hypotheses are proposed in this paper:
H3: There is a significant relationship between Customer Disproportionate Demand and
Employee Turnover Intention in Star-Rated Hotels in Sichuan Province, China

Emotional exhaustion
Historical research on emotional exhaustion stems from Maslach's model of emotional
burnout. In the tourism industry(Amissah et al., 2021), in order to improve service quality,
frontline employees need to bring positive emotions into their work(Yoo et al., 2023), and
in order to maintain a good emotional state, employees need to constantly deplete emotional
resources(Mihelič et al., 2023). Because customers vary in their personal qualities, their rude
and impolite behavior is not uncommon(Zhan et al., 2023). As a result, employees perceive
a negative work atmosphere and need to expend emotional resources to regulate their
emotions in order to achieve customer satisfaction (Mayr & Teller, 2023).
Star hotel companies usually require employees to provide quality service to customers
with a sincere attitude, which means that the work itself is a process of psychological
resource depletion (Mihelič et al., 2023), the customer and as one of the most interactive
external factors with employees in the workplace, customer behavior affects the emotional
exhaustion of the employees, customer behavior is overly aggressive (Li & Tuckey, 2023),
unreasonable complaints, and unreasonable special service requirements may also have an
impact on the industry's front-line employees(L. Zhao et al., 2023). In fact, customer
misbehavior does have an impact on the work status and emotions of frontline employees in
star-rated hotels. Customer misbehavior is significantly associated with the emotional
exhaustion of frontline employees in the service industry (Xie et al., 2023).
Negative customer behavior not only makes the resources consumed by the hotel
frontline employees' work uncompensated (Xiang et al., 2023), but also further increases the
work pressure of the frontline employees, which ultimately leads to the imbalance of the
frontline employees' physical and psychological resources (Riedel et al., 2023). Existing

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literature studies have shown that there is a correlation between emotional exhaustion and
employees' willingness to leave the company (Baquero, 2023). The results show that
employees with low levels of emotional exhaustion have low willingness to leave and
employees with high levels of emotional exhaustion have high turnover rates (Parray et al.,
2022). Therefore, there is a correlation between customer mistreatment behavior and
employee emotional exhaustion.
From the perspective of resource conservation theory, frontline employees in star-rated
hotels may deplete their emotional resources in order to take effective self-motivation to
maintain good working conditions when faced with negative customer behaviors (Yan et al.,
2023). When frontline employees feel that they are not adequately compensated for the
depletion of their personal resources (Tham et al., 2023), they tend to be incentivized to
protect existing resources and compensate for depleted resources (Mohammadi et al., 2017,
2021; Pan et al., 2023). Related studies have also found that emotional depletion is a good
predictor of an individual's willingness to leave a job. Overall, customer misbehavior not
only fails to compensate for the depletion of the original emotional resources of frontline
employees in star-rated hotels , but also needs to be associated with the additional
consumption of more emotional resources by employees to deal with or face customer
bullying, which leads to employees' willingness to leave their jobs.

Therefore, this paper proposes the following hypotheses.
H4: Emotional Exhaustion has a significant effect on Employee Turnover Intention
in Star-Rated Hotels in Sichuan Province, China
H5: Perceived Organizational Support has a significant effect on Employee
Turnover Intention in Star-Rated Hotels in Sichuan Province, China
H6: Emotional Exhaustion has a mediating effect Customer Verbal Abuse and
Employee Turnover Intention in Star-Rated Hotels in Sichuan Province, China.
H7: Emotional Exhaustion has a mediating effect e between Customer Illegitimate
Complain and Employee Turnover Intention in Star-Rated Hotels in Sichuan
Province, China.
H8: Emotional Exhaustion has a mediating effect the relationship between
Customer Disproportionate Demand and Employee Turnover Intention in Star-
Rated Hotels in Sichuan Province, China.

Perceived Organizational Support
Perceived organizational support (POS) can be defined as "the overall extent to which
employees believe that their organization values their contribution and cares about their well-
being" (Eisenberger et al., 2020).
In the 1980s, the concept of POS was introduced by American psychologists such as
Robert Eisenberger, who defined POS as employees' perceptions and opinions about whether
or not the employing organization cares about their contributions and interests (Eisenberger
et al., 1986). According to McMillin (1997), POS stems from employees' organizational
support (Musenze et al., 2020), which includes moral support, and recognition of the
importance of the employee (Eloundou et al., 2023). There are two key points of
organizational support, i.e., employees' perception of whether the organization observes and
serves their contributions, and whether the organization cares about employees' well-being .
Therefore, POS can reduce employees' intention to leave. In addition, employees' POS can
reduce their stress and burnout.

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A high level of perceived organizational support from employees can reduce frustration
and stress at work and can also help others reduce their willingness to leave their jobs
(Yanbei et al., 2023). Perceived organizational support is influenced by individual
perceptions and is an indication of cooperation and fairness within the organization (Utomo
et al., 2023). Low perceived organizational support has a negative impact on both the
organization and the individual (Utomo et al., 2023). Employees who are inattentive and
have difficulty accurately assessing the emotions of others are victimized. Employees with
low perceived organizational support can experience a lack of self-confidence, self-esteem
(Maulidya, 2023), or motivation that reflects these limitations (Clarke et al., 2023), and
employees tend to be more concerned with the negativity they feel when they are treated by
a customer than with their job and become physically and mentally disconnected (Sinclair et
al., 2023), leading to poor performance and a high willingness to leave the job. Low
perceived organizational support may be a key factor in keeping employees engaged and
understanding the emotional reasons for the decision to leave (Giao et al., 2020) Therefore,
perceived organizational support is one of the important predictors of employees' perceived
organizational commitment (Qi et al., 2023; Song et al., 2023).
Related theories have also suggested a relationship between perceived organizational
theory and resource preservation theory with turnover intentions(Clercq et al., 2023); as
employees continue to work for the same company, they become increasingly motivated to
perform well; and, as their interests become more aligned with the company's values, the
chances of them leaving the company decrease(Paelman et al., 2023) In the literature, the
concept of organizational support is used synonymously with the concept of "perceived
organizational support"(Díaz-Fernández et al., 2023). Perceived organizational support is an
abstract concept that is the result of an organization's specific strategies and attitudes toward
its employees (Canboy et al., 2023). In other words, perceived organizational support is
based on all the positive and negative attitudes and behaviors of employees, on whether their
workplace cares about their needs (Ferrinho et al., 2023), respects them, and values their
contributions to the organization (Santos, 2023).
Organizational support means that the organization takes into account the well-being of
the employees and increases their well-being (Hauth et al., 2023), while perceived
organizational support means that the employees are aware of the organization's contribution
to them, they feel safe, and they feel that the organization is supporting them. The theory of
perceived organizational support is based on social exchange theory (Wu et al., 2023). Trust
is an important element that supports this theory. However, if the employer has more control
over rewards and outcomes and there is an imbalance of power due to the nature of the
business relationship (Jiang et al., 2023), it is difficult for employees to build trust in the
organization and the employer.
Therefore, organizational support and how employees perceive support play an
important role in whether employees trust and commit to their organization. When POS is
higher independent of the level of job resources in the organization, frontline employees
experience less burnout (Nargotra & Sarangal, 2023). Meanwhile, perceived organizational
support influences employees' willingness to leave through moderating effects (Wang &
Wang, 2020). Therefore, increasing perceived organizational support can further reduce
employees' burnout and turnover propensity. Based on the earlier literature discussion, this
paper proposes the following hypotheses:
H9. Perceived Organizational Support moderates the relationship between Customer
Verbal Abuse and Employee Turnover Intention in Star-Rated Hotels in Sichuan
Province, China

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H10. Perceived Organizational Support moderates the relationship between Customer
Illegitimate Complain and Employee Turnover Intention in Star-Rated Hotels in
Sichuan Province, China
H11: Perceived Organizational Support moderates the relationship between Customer
Disproportionate Demand and Employee Turnover Intention in a Star-Rated Hotels in
Sichuan Province, China.

Figure 1: Research framework

Methodology
Research Paradigm and Research Design
The term "research paradigm" refers to a methodological approach, framework, or model
employed in conducting research. These research paradigms often stem from two primary
research techniques, namely positivism and interpretivism, which serve as the foundation for
various research paradigms (Mohammadi, 2019; Sun et al., 2022).
Quantitative research involves the collection and analysis of data in order to examine
relationships between variables and test objective theories (Ahmad et al., 2019; Mohajan,
2020). This approach utilizes instruments to measure variables and obtain numerical data
that can be analyzed through statistical procedures. The purpose of this particular study is to
investigate the correlation between customer verbal abuse, customer illegitimate complaints,
customer disproportionate demands, employee emotional exhaustion, perceived
organizational support, and employees' inclination to leave their positions within star-rated
hotels.
To achieve this goal, the study employs quantitative research methods to gather and
analyze data from the targeted population. As such, it aligns with the quantitative research
paradigm. Given the objective of examining the relationships between variables, a
correlation design is considered the most appropriate approach for this study. Correlation
analysis is utilized to determine the statistical association between two or more variables and
further explore the strength and direction of that association. Thus, correlation studies are
well-suited for this investigation (Mackey, 2016).

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The sample for this study was drawn from star-rated hotel companies in Sichuan
Province, China, and the population for this study will include a study of frontline turnover
intention in 329 star-rated hotels located in Sichuan, China. To ensure that the sample is
representative of the entire population, this study will use random sampling to select a
representative sample of 30-50 star-rated hotel companies. Simple randomization will be
used throughout the sampling process. Because it ensures that everyone has an equal
opportunity to answer the questionnaire and thus be part of the whole sample (Zickar &
Keith, 2023).
The minimum sample size required for the study is calculated as 384 frontline
employees following Krejcie & Morgan method (Krejcie, V. Morgan, and W. 1970). The
HR managers of these star hotels would solicit the opinions of the participants by
administering a questionnaire to willing participants to better understand their perceptions
of customer misbehavior.
They must be star-rated hotels within Sichuan that have been open for more than one
year, and the participants in the study must be frontline employees of star-rated hotel
services. Since this study examines the relationship between customers' verbal abuse,
customers' unlawful complaints, customers' unreasonable demands, frontline employees'
emotional exhaustion, perceived organizational support and employees' turnover intention
in star-rated hotels within Sichuan Province, China, the study participants can only be
frontline employees, not leaders or managers, in star-rated hotels in Sichuan, China.

Figure 2：Krejcie and Morgan formula

As of December 5, 2023, the number of people absorbing employment in star hotel
companies in Sichuan Province reached 29,600 by calculating X² = 3.841, e = 0.05, N =
7026,000, n = 384.1 when P = 0.5. Simple random sampling is the preferred method when
conducting quantitative research because it ensures that all eligible people have the
opportunity to participate in the study (Bhag dev, 2021). This study uses a simple random
sampling technique. Due to the correlational nature of this study and the use of cross-
sectional data, there is a need to investigate the potential causal relationship between the
independent variable and the dependent outcome. The study will be conducted in the form
of an electronic questionnaire to be distributed to a random sample of frontline employees
in star-rated hotels in Sichuan, China.

Scale Measurement of the Variables
Measurement of Employee Turnover Intention: the scale used in this study was the TIS-6
scale, which has been shown to be valid in a number of previous studies. The criterion-based
predictive validity of the TIS-6 was determined by comparing the difference in mean scores
between quitters and a randomly selected sample group of those who remained with the
organization for a specified period of time (Bothma & Roodt, 2013).

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Measurement of Customer Verbal Abuse: The content of the Customer Verbal Abuse
Questionnaire was selected from relevant research (Grandey, Tam, &Brauburger, 2002;).
Cronbach's alpha value of 0.90 (verbal abuse) in the measurement of verbal abuse scale and
the composite reliability of the scale is greater than 0.70, one of the important reasons is that
the reliability of the scale has been tested in many studies.
Measurement of Customer Illegitimate Complain: the content of the illegitimate
Customer Complaints Questionnaire was selected from related studies (Grandey, Tam,
&Brauburger, 2002;). This questionnaire utilizes a 7-point Likert scale which contains 5
items and the loading factor in the study is greater than 0.75 and the Cronbach's alpha value
of 0.86 in the measurement of customer's illegitimate complaints scale indicates that the
questionnaire has a high level of validity.
Measurement of Customer Disproportionate Demand: the disproportionate demands
questionnaire utilized the scale used in this study (2008; Monge et al., 1981). The Cronbach's
alpha value of 0.88 in the measure of customers' disproportionate demands scale indicates
that the questionnaire has high validity. The value of Cronbach's alpha exceeds the critical
value of 0.70 suggested by Nunnally and Bernstein (1994).
Measurement of Emotional Exhaustion: Emotional Exhaustion Scale was selected
from the study of Wharton (Wharton, 1993), a six-item measure was used to derive the
Emotional Exhaustion Scale in which the value of Cronbach's alpha in the measure of
Emotional Exhaustion was 0.82. It indicates that the questionnaire has a high validity.
Measurement of perceived organizational support: The Perceived Organizational
Support Scale was selected from the study of (Eisenberger et al., 1997) in which Cronbach's
alpha value of 0.9. each statement using a 7-point Likert-type scale (1 = strongly disagree, 7
= strongly agree). (e.g., Eisenberger et al., 1986, 1990; Settoon et al., 1996; Shore & Tetrick,
1991; Shore & Wayne, 1993; Wayne et al., 1997). Confirmatory factor analysis of the short
version of the SPOS similarly indicated a unitary factor structure, and the items showed high
internal reliability. Confirmatory factor analysis of the short version of the SPOS similarly
indicated a unitary factor structure, and the items showed high internal reliability.

Data Analysis
In this study, the proposed methodology includes the utilization of structural equation
modeling (SEM) to assess the validity of various hypotheses. The analysis will primarily
employ path analysis and the SmartPLS software. PLS-SEM, which combines principal
component analysis and multiple regression, is chosen as the causal modeling approach to
predict the estimated statistical model and provide causal explanations. In contemporary
social science research, SmartPLS emerges as a pragmatic tool for structural equation
modeling (SEM) owing to its adaptability to small sample sizes and complex model
structures (Joseph F. et al., 2021). Unlike covariance-based SEM methods, SmartPLS
operates on a partial least squares (PLS) algorithm, making it well-suited for studies with
limited observations commonly encountered in social sciences. This attribute renders
SmartPLS particularly appealing to researchers in fields such as psychology and
management, where intricate relationships between latent variables are often explored with
constrained sample sizes.
Moreover, SmartPLS offers unparalleled flexibility in modeling complex constructs and
relationships inherent in social science phenomena. Social science researchers frequently
encounter multifaceted theoretical frameworks necessitating the incorporation of both
reflective and formative constructs within their models (Joseph F. et al., 2021; Mohammadi,
2019). SmartPLS accommodates such complexities, empowering researchers to construct

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and scrutinize intricate models reflective of the nuanced nature of social phenomena. Its
capacity to handle intricate models facilitates exploratory analyses and hypothesis testing
essential for advancing theoretical understanding in social sciences.
Furthermore, SmartPLS caters to the prediction-focused and exploratory nature of social
science research by prioritizing prediction-oriented modeling and facilitating exploratory
analysis. Its array of validation and assessment tools enables researchers to evaluate model
fit, reliability, and validity, ensuring the robustness of constructs and relationships under
investigation. In social science research, where construct validity and reliability are pivotal,
SmartPLS validation tools furnish valuable insights into the quality of research instruments
and overall model integrity, thus underlining its significance as a preferred tool for SEM in
the social sciences.

Conclusion and Future Recommendations
Employee separation stands as a critical focus area within corporate human resource
management, garnering extensive attention due to its profound implications. The
ramifications of employee turnover transcend mere operational efficiency, often setting off
negative ripple effects across an organization's developmental trajectory. Factors influencing
frontline employees' decisions to stay or depart encompass not only internal dynamics such
as leadership and colleague attitudes but also external constraints imposed by the
organization. Notably, the influence of customer misconduct on employees' inclination to
remain with the company emerges as a pivotal aspect necessitating thorough examination.
In this decision-making milieu, both the emotional well-being of employees and the
organization's provision of support assume pivotal roles, demanding meticulous scrutiny.
Thus, a holistic approach encompassing not only internal workplace dynamics but also
external factors shaping employees' emotional landscapes within the organization is
imperative. Managers should particularly prioritize empirical studies conducted across
diverse cultural and geographical contexts to attain a comprehensive understanding of the
intricate mechanisms underpinning the relationship between customer mistreatment and
employee turnover.
Employee emotional exhaustion stands out as a salient factor shaping employees'
intentions to exit their roles, while the perceived level of organizational support emerges as
a critical facet warranting nuanced exploration. Future research endeavors in this domain
hold immense promise for delving deeper into the multifaceted relationship between
customer misbehavior and employee turnover intention across various dimensions. Such
research endeavors are poised to empower organizations in crafting more precise and
effective talent retention strategies tailored to their unique contexts.
Hence, it remains imperative to persist in studying and comprehending the intricate
dynamics between employee turnover intention and customer mistreatment. By garnering
deeper insights into these dynamics, organizations can proactively devise measures to
mitigate the adverse effects of customer mistreatment, bolster employee well-being, and
institute robust retention strategies aimed at cultivating a resilient and engaged workforce.
In addition to current research trajectories, future investigations could delve deeper into
the moderating effects of organizational culture and leadership styles on the relationship
between customer mistreatment and employee turnover intention. Understanding how
organizational values, norms, and leadership behaviors shape employees' perceptions of
mistreatment and their subsequent turnover intentions could offer valuable insights for
organizational interventions. Moreover, exploring the role of organizational climate in
fostering resilience among frontline employees facing customer mistreatment could shed

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light on strategies to cultivate a supportive work environment that buffers against turnover
intentions.
Furthermore, longitudinal studies tracking employee turnover patterns over extended
periods could provide a nuanced understanding of the dynamic nature of the relationship
between customer mistreatment and turnover intention. By examining how turnover
intentions evolve in response to changes in organizational practices, customer behavior, and
external factors, researchers can elucidate the temporal dynamics of this phenomenon.
Additionally, qualitative studies that capture the lived experiences of frontline employees
facing customer mistreatment could offer rich contextual insights into the psychological
processes underlying turnover intentions, thereby informing targeted interventions and
support mechanisms.
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