Harnessing rejection or being hurt by it: emotion regulation in the face of supervisor idea rejection
Issued Date
2025-01-01
Resource Type
ISSN
09596119
Scopus ID
2-s2.0-105025396437
Journal Title
International Journal of Contemporary Hospitality Management
Start Page
1
End Page
19
Rights Holder(s)
SCOPUS
Bibliographic Citation
International Journal of Contemporary Hospitality Management (2025) , 1-19
Suggested Citation
Ding C., Su M., Pei J., Zhao S., Zhu C.J., Li J. Harnessing rejection or being hurt by it: emotion regulation in the face of supervisor idea rejection. International Journal of Contemporary Hospitality Management (2025) , 1-19. 19. doi:10.1108/IJCHM-01-2025-0048 Retrieved from: https://repository.li.mahidol.ac.th/handle/123456789/113708
Title
Harnessing rejection or being hurt by it: emotion regulation in the face of supervisor idea rejection
Corresponding Author(s)
Other Contributor(s)
Abstract
Purpose – Hotel companies increasingly involve frontline employees in service innovation. However, supervisors’ rejection of employee ideas or suggestions is very common, and its subtle yet far-reaching effects have long been overlooked. Drawing on the transactional theory of stress and coping, this study aims to explore the critical role of emotion regulation in shaping employees’ rumination responses and subsequent interactions with customers and family members following supervisor idea rejection. Design/methodology/approach – This study collected two-wave, two-source survey data from 469 frontline employees and 82 supervisors across 7 hotels in China. Hypotheses were tested using multilevel analysis in Mplus 7.4. Findings – Employees with lower emotional regulation are prone to affective rumination following supervisor idea rejection, which diminishes proactive customer service performance (PCSP) and increases work–family conflict. Conversely, employees with higher emotion regulation are inclined toward problem-solving pondering, which enhances PCSP and shows a U-shaped relationship with work–family conflict. Practical implications – Organizations should enhance employees’ emotion regulation abilities and guide managers to provide constructive feedback to mitigate the negative effects of idea rejection. Originality/value – This study reveals the cross-domain spillover effects of supervisor idea rejection, showing how negative emotions stemming from rejection extend beyond employee–supervisor interactions to influence broader work and family roles. It also highlights how individual capabilities can transform negative stimuli into positive outcomes and offers new insights into the complex relationship between problem-solving pondering and work–family conflict.