Sales and customer service employees often face demanding or even abusive customers. This study utilized structural equation modeling to develop a preliminary model identifying relationships between interpersonal customer conflict, key consequences of such conflict, and potential means to avoid or reduce that conflict. Results confirm that interpersonal conflict with customers has a direct negative influence on job performance, and works through felt stress to increase turnover intentions among employees. However, results suggest that a salesperson's emotional understanding and customer-directed extra-role performance reduce that conflict and increase job performance. Comparisons with prior related studies, although none of those cover all relevant factors, indicate that these relationships are likely to be similar in developed and developing economies. Limitations and future research directions are also discussed.
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