Tricks and tactics used against troublesome travelers—Frontline staff's experiences from Swedish buses and trains

Public transport is facing escalating problems with passengers who behave badly by threatening and assaulting both staff and other passengers. Troublesome customers are known to affect employees' health and work motivation adversely. However, employees also form strategies for handling the incidents that arise. Developing successful ways of dealing with customer misbehavior, on both an operational and a strategic level, represents a key challenge facing the public transport sector. The aim of this article is to investigate the nature of such negative situations in public transport; in particular, highlighting the practical strategies that are used by public transport staff to handle these kinds of incidents. An interview study consisting of 23 in-depth interviews was conducted both with conductors on regional trains and bus drivers on local buses in Sweden. Several instances of customer misbehavior were described by the respondents, e.g. verbal abuse, threats, and even physical violence. These alarming incidents were dealt with by staff using a range of individual strategies aimed at averting or controlling misbehaving customers. Our study clearly demonstrates the importance of the employees' appearance and their interactional abilities, in addition to their use of the physical environment, when handling incidents that included misbehavior.

[1]  Karen Shire,et al.  Service Work in Consumer Capitalism: Customers, Control and Contradictions , 2000 .

[2]  J. Wiley,et al.  Driving service effectiveness through employee-customer linkages , 2002 .

[3]  Girish N. Punj,et al.  Repercussions of promoting an ideology of consumption: consumer misbehavior , 2004 .

[4]  M. Kompier,et al.  Review of bus drivers' occupational stress and stress prevention , 1995 .

[5]  Paul Blyton,et al.  The Realities of Work , 1997 .

[6]  D. Zapf,et al.  Customer-related social stressors and burnout. , 2004, Journal of occupational health psychology.

[7]  M. Fellesson,et al.  Troublesome Travelers - The Service System as a Trigger of Customer Misbehavior , 2013 .

[8]  L. Harris,et al.  Jaycustomer behavior: an exploration of types and motives in the hospitality industry , 2004 .

[9]  Wen-Hsien Huang,et al.  The impact of other‐customer failure on service satisfaction , 2008 .

[10]  B MilesMatthew,et al.  Qualitative Data Analysis , 2009, Approaches and Processes of Social Science Research.

[11]  A. Hochschild The Managed Heart , 1983 .

[12]  D. Yagil When the customer is wrong: A review of research on aggression and sexual harassment in service encounters , 2008 .

[13]  Anselm L. Strauss,et al.  Basics of qualitative research : techniques and procedures for developing grounded theory , 1998 .

[14]  Kate L. Daunt,et al.  Managing customer misbehavior: challenges and strategies , 2013 .

[15]  D. van Dierendonck,et al.  Aggressive Behavior of Passengers, Conflict Management Behavior, and Burnout Among Trolley Car Drivers , 2002 .

[16]  D. Yagil,et al.  The relationship between empowerment, aggressive behaviours of customers, coping, and burnout , 2005 .

[17]  H. Hoel,et al.  The Customer is Always Right? , 2008 .

[18]  Whatever it Takes? Managing `Empowered' Employees and the Service Encounter in an International Hotel Chain , 1997 .

[19]  L. Harris,et al.  Deviant Customer Behavior: An Exploration of Frontline Employee Tactics , 2006 .

[20]  Andrew Sturdy,et al.  Customer Care in a Consumer Society: Smiling and Sometimes Meaning it? , 1998 .

[21]  L. Berry,et al.  Serving unfair customers , 2008 .

[22]  Alicia A. Grandey,et al.  The customer is not always right: customer aggression and emotion regulation of service employees , 2004 .

[23]  Girish N. Punj,et al.  Choosing to Misbehave: a Structural Model of Aberrant Consumer Behavior , 1993 .

[24]  Blake E. Ashforth,et al.  Evidence toward an expanded model of organizational identification , 2004 .

[25]  R. Fisk,et al.  The impact of other customers on service experiences: A critical incident examination of “getting along” , 1997 .

[26]  Michael A. McCollough,et al.  Emotional Labor and the Difficult Customer: Coping Strategies of Service Agents and Organizational Consequences , 2000 .

[27]  S. Macstravic Marketing myopia. , 1998, The Healthcare Forum journal.

[28]  Per Echeverri,et al.  Dealing with customer misbehaviour , 2012 .

[29]  Bert. Essenberg Violence and stress at work in the transport sector , 2003 .

[30]  Mike Noon THE REALITIES OF WORK , 2013 .

[31]  L. Harris,et al.  The Consequences of Dysfunctional Customer Behavior , 2003 .

[32]  Mary Jo Bitner,et al.  Critical Service Encounters: The Employee's Viewpoint , 1994 .

[33]  Carol Boyd Customer Violence and Employee Health and Safety , 2002 .

[34]  Barry J. Babin,et al.  Effects of moral cognitions and consumer emotions on shoplifting intentions , 1996 .

[35]  Jean-Baptiste Suquet Drawing the line: how inspectors enact deviant behaviors , 2010 .

[36]  Markus Fellesson,et al.  Market Orientation in Public Transport Research—A Review , 2012 .

[37]  Charles L. Martin Consumer-to-Consumer Relationships: Satisfaction with Other Consumers' Public Behavior , 1996 .

[38]  Arnold P. Goldstein,et al.  The psychology of vandalism , 1996 .

[39]  Ruhama Goussinsky Coping with customer aggression , 2012 .