Similarly, ignoring the problem raised by the employee may not necessarily force the employee out of the restaurant but rather she may opt to continue with her work. However, due to emotional and psychological abuse that she goes through when the ‘important’ client is around will seriously undermine her performance forcing the company to dismiss her. Whereas she may not seek justice by initiating a legal process against the restaurant, the failure by the management to address the issue will also affect the performance of other employees in the restaurant, particular those that deal directly with customers, thus undermining the quality of service. According to van Jaarsveld, Restubog, Walker and Amarnani (2015), employees who feel aggrieved because of customer injustices often react by sabotaging customers, in this case both innocent and perpetrators of the injustice. Furthermore, the underperformance of such employees is likely to spread quickly to other employees in the firm, thus undermining the overall employee performance and the quality of service.
同样，忽视员工提出的问题不一定会迫使员工离开餐厅，相反，她可能会选择继续工作。然而，由于她在“重要”客户在场时遭受的情绪和心理虐待，会严重影响她的表现，迫使公司解雇她。尽管她可能不会通过对餐厅提起法律诉讼来寻求正义，但管理层未能解决该问题也会影响餐厅其他员工的绩效，尤其是直接与客户打交道的员工，从而降低服务质量。根据van Jaarsveld、Restubog、Walker和Amarnani（2015）的说法，因客户不公正而感到受屈的员工通常会破坏客户，在这种情况下，既有无辜的，也有不公正的肇事者。此外，这些员工的表现不佳很可能会迅速蔓延到公司的其他员工，从而影响员工的整体表现和服务质量。
Another decision that the restaurant can take is to face the customer and inform him that his behaviour would not be tolerated, and similar harassment and discrimination in future will attract legal proceedings against him. Arguably, this decision could lead to a number of scenarios. To begin with, the customer in question will likely withdraw his support towards this restaurant and as such, the restaurant may experience a decline of ‘important’ customers in the short-run. Similarly, the customer can threaten the restaurant with a lawsuit for defamation. This is particularly the case considering the fact that from the case study, the customer had raised complaints against the employee in question. Therefore, the customer could argue that instead of reprimanding the employee for poor quality of service, the restaurant was slandering his name by accusing him of sexual harassment and discrimination, thus defaming his reputation. On the other hand, the move to address the issue of sexual harassment and discrimination against its employee could help raise positive response from the public for this restaurant, as well as create a perception among its employees that it cares about them. In reference to Deery, Walsh and Guest (2011), organisations that help their employees report sexual harassment and discrimination were likely to experience high employee turnover. This because helping employees report any form of help enhance their loyalty to their employer.
餐厅可以做出的另一个决定是面对顾客，告诉他他的行为不会被容忍，今后类似的骚扰和歧视将引起对他的法律诉讼。可以说，这一决定可能导致许多情况。首先，相关客户可能会撤回对该餐厅的支持，因此，该餐厅可能会在短期内经历“重要”客户的减少。同样，顾客可以以诽谤诉讼威胁餐馆。考虑到案例研究中，客户对相关员工提出了投诉，情况尤其如此。因此，客户可能会辩称，该餐厅非但没有斥责该员工服务质量差，反而诽谤他的名字，指控他性骚扰和歧视，从而损害了他的声誉。另一方面，解决员工性骚扰和歧视问题的举措有助于提高公众对这家餐厅的积极响应，并在员工中产生一种感觉，即它关心他们。参考Deery、Walsh和Guest（2011年），帮助员工报告性骚扰和歧视的组织可能会经历高员工流动率。这是因为帮助员工报告任何形式的帮助可以提高他们对雇主的忠诚度。
Complaints from the comer on the team member 来自新员工对团队成员的投诉
One of the issues that emerge in a scenario similar to the one portrayed in the case study regards whether an employee should be informed about the customer complaints about her. To begin with, one of the approaches to helping employees understand that their quality of service does not meet the required standard is through helping them understand where they are going wrong. In this regard, there is a need for organisations to establish mechanism of communicating customer complaints with the employees involved. With this in mind, the team member should be informed that the executive has made complaints about her. Arguably, it would be difficult to address the problem of “poor service” by the particular team member without disclosing the customer behind the complaint since the team member regularly received positive feedback from other customers. Furthermore, the employee has received awards for her exemplary customer service. Therefore, she needs to be informed of any complaint about her in order to establish whether she was on the wrong or whether the customer was unfairly making a complaint about her. In reference to Yagil (2008), most businesses in the tourism and hospitality industry operate on the philosophy that the “customer is always right”. Whereas this is the case, there are moments when the customer is wrong and as such, his or her complaints are as a result of unfair treatment of the employee. Therefore, in order to address such complaints especially with high performing employees, there is a need to mention the specific cases to point out where they could be going wrong. In the case highlighted in the case study, revealing that the executive had made complaints about the team member in question will help create a platform upon which the employee in question can shed more light on how she interacts with the executive customer in question, and as such, help address the problem.
与案例研究中描述的情况类似的场景中出现的一个问题是，是否应将客户对员工的投诉告知员工。首先，帮助员工了解他们的服务质量不符合要求标准的方法之一是帮助他们了解哪里出了问题。在这方面，各组织有必要建立与相关员工沟通客户投诉的机制。考虑到这一点，应告知团队成员，管理层已对其提出投诉。可以说，如果不披露投诉背后的客户，就很难解决特定团队成员“服务差”的问题，因为团队成员经常收到其他客户的积极反馈。此外，该员工还因其出色的客户服务而获奖。因此，需要将任何关于她的投诉告知她，以确定她是否错了，或者客户是否对她进行了不公平的投诉。参考Yagil（2008），旅游业和酒店业的大多数企业都以“客户永远是对的”为经营理念。在这种情况下，有时客户是错误的，因此，他或她的投诉是由于对员工的不公平待遇造成的。因此，为了解决此类投诉，特别是针对高绩效员工的投诉，需要提及具体案例，指出他们可能出现的问题。在案例研究中强调的案例中，披露高管对相关团队成员的投诉将有助于创建一个平台，让相关员工能够更清楚地了解她如何与相关高管客户互动，从而帮助解决问题。