The “customer is king” mentality is creating significant challenges for service workers, contributing to a troubling rise in sexual harassment and hostility. This shift has been particularly pronounced in recent years, where customer power escalates in the face of online reviews and social media influence. Service employees, including those in restaurants, call centres, and retail, often find themselves navigating an increasingly precarious balance between customer satisfaction and their own well-being.
Power Imbalance and Sexual Harassment
A recent study underscores the negative ramifications of this customer-centric approach, particularly regarding sexual harassment. Researchers, including Gordon M. Sayre, highlight that individuals wielding greater power are more likely to engage in inappropriate behaviour. This concern is particularly relevant in the service industry, where employees are often expected to perform emotional labour—managing their feelings to meet customer demands.
In the United States, many tipped workers, such as servers and bartenders, rely heavily on gratuities, which can constitute the majority of their income. According to the research, when emotional labour expectations are high and tips are essential to earnings, customers may feel emboldened to exert their power inappropriately.
In a study involving 142 tipped workers, findings revealed that heightened emotional labour expectations correlated with increased customer harassment. In a second simulation involving 171 male participants, those who interacted with a smiling female server and received a bill emphasizing tips reported a greater sense of power, leading to a higher likelihood of making inappropriate requests.
Hostility and Employee Well-Being
The “customer is king” mentality also appears to legitimise hostile behaviour towards service workers. Reports indicate a recent surge in aggression towards flight attendants and healthcare professionals, prompting researchers to explore coping mechanisms for employees facing hostility.
In a study conducted within an alternative school for troubled youth, teachers were required to report hostile incidents from students. Accompanying these reports, teachers completed a survey detailing their emotional responses during confrontations. The findings indicated that while some teachers managed their emotions through suppression or distraction, these strategies often detracted from their overall well-being.
While disengaging from a hostile situation may enhance immediate performance, it can lead to negative long-term effects on mental health. Conversely, actively modifying the situation and seeking support can improve well-being, though it may not yield the same performance benefits.
The research suggests that employees in service roles must navigate a difficult choice between maintaining performance under pressure and preserving their mental health. Organizations, therefore, must prioritise creating environments that minimise hostility, allowing employees to thrive without facing these impossible dilemmas.
Moving forward, it is crucial to reassess the “customer is king” philosophy. Encouraging a culture of mutual respect can help restore balance in the power dynamics between service workers and customers. By fostering collaboration rather than subservience, businesses can create a healthier, more productive atmosphere for both employees and customers alike.
