The existing literature overemphasizes the negative effects of customer incivility on service employees. However, the positive effects of customer incivility on employee behavior are rarely mentioned. Drawing on affective events theory and attribution theory, we used a moderated dual-mediator causal model to explore the effect of customer incivility on employees’ revenge behavior and customer-oriented behavior through hostility and guilt, and the moderating role of customer blame attribution. An empirical study with a sample of 366 employee-supervisor pairs and two-wave, two-source data indicated that customer incivility positively impacts revenge behavior via employees’ hostility, and this relationship is reinforced by customer blame attribution. In contrast, customer incivility positively impacts customer oriented behavior via employees’ guilt, and this relationship is weakened by customer blame attribution. This study expanded the literature on customer incivility and emotion, and provided significant practical implications for organization on how to help frontline employees deal with customer incivility.

Self-promotion, widespread in the workplace, has received extensive attention from scholars. However, due to the narrow one-dimensional structure of traditional self-promotion and the limitations of theoretical thinking, its antecedents and consequences are still unclear. Therefore, we propose a new pair of self-promotion behaviors (sole self-promotion and joint self-promotion), and develop the measures based on a more grounded definition of self-promotion. In phase 1, we developed the scales of sole self-promotion and joint self-promotion (sample 1), and assessed their psychometric properties (i.e., content validity, factor structure, and reliability) by using two samples (samples 2 and 3). In phase 2, using three-wave data (sample 4) with two sources (employees and coworkers), we tested the overall model based on social comparison theory, examining the antecedents and consequences of sole and joint self-promotion, and exploring the different effects of these two behaviors on career success. Overall, our research offers new insight into self-promotion research and provides a useful tool to evaluate employee self-promotion. Implications for theory and practice, and suggestions for future research are discussed.

Built on the Conservation of Resources (COR), Multiple Intelligence (MI), and Social Exchange (SET) theories, this study investigates how cultural intelligence, emotional intelligence, and perceived organizational support influence newcomers’ task performance and error reduction. The research also explores the mediating effects of emotional exhaustion and the moderating effects of cognitive diversity. Data were collected from 476 participants in organizations employing newcomers, using census, stratified, and simple random sampling techniques. Structural Equation Modeling (SEM) was employed to test the research hypotheses. The results reveal that higher levels of cultural and emotional intelligence are negatively associated with emotional exhaustion, while an increase in perceived organizational support reduces emotional exhaustion. Emotional exhaustion was found to be linked to higher error rates and lower task performance. The mediation analyses showed that emotional exhaustion mediated the relationship between cultural intelligence, emotional intelligence, and perceived organizational support and both task performance and error reduction. Furthermore, cognitive diversity moderated the relationships between cultural intelligence and emotional exhaustion, as well as between emotional intelligence and emotional exhaustion. These findings underscore the critical roles of cultural and emotional intelligence, along with organizational support, in mitigating emotional exhaustion, reducing errors, and enhancing task performance, while emphasizing the importance of cognitive diversity in shaping organizational outcomes.