Influence of customer verbal aggression on employee turnover intention

Purpose – To discover new explanatory variables for employee turnover in call centres, this study seeks to examine the impact of customer verbal aggression on employee turnover intention and the mediating role of employees' emotional exhaustion. Furthermore, it aims to analyse the moderating effect created by perceived organisational support (POS) in a team climate on the relationship between customer verbal aggression and employees' emotional exhaustion. Design/methodology/approach – The authors used a deductive logic approach to develop hypotheses and analytical frameworks. Interviews and questionnaires were employed to collect data from two call centres, 81 units, and 1,112 employees in China. Finally, the data were analysed and the hypotheses were tested via descriptive analysis and hierarchical linear modeling analysis using SPSS and HLM, respectively. Findings – First it was found that customer verbal aggression significantly predicted employee turnover intention. Second, that employees' emotional exhaustion fully mediated the relationship between customer verbal aggression and employee turnover intention. Third, the correlation between customer verbal aggression and employee emotional exhaustion was found to be weaker for teams with higher levels of emotional POS, but not weaker for those with higher levels of instrumental POS. Practical implications – These results suggest that service‐oriented enterprises (such as call centres) should consider employee turnover intention from the perspective of customer behaviour and improve the climate of organisational support to more efficiently reduce employee turnover. Originality/value – Previous studies on workplace behaviours in call centres focused on customer relationship management. However, research concerning employee emotions during customer interactions is lacking. This study examined the influence of customer verbal aggression on the emotional exhaustion of call centre employees and the resultant turnover intention stemming from the conservation of resources theory. The results extend the Price–Mueller turnover model and explain how a team climate of organisational support can affect employee emotions..