This study examines how conflict and hours worked affect the influence of customer orientation on frontline service employee satisfaction. The conceptual model builds upon the role of personal resources in the job demands-resource model, while integrating perspectives from the work–family conflict (WFC) literature and conservation of resources theory. Results indicate that customer orientation influences employee satisfaction both directly and indirectly through interpersonal conflict with customers (ICC), WFC, and felt stress. The impact of ICC on employee satisfaction was found to be fully rather than partially mediated. ICC increases WFC which then augments job stress and eventually reduces job satisfaction. Moderation analyses show that the negative influence of customer orientation on ICC becomes stronger as hours worked increase to exceptionally high levels; while the positive influence of customer orientation on employee satisfaction becomes weaker as hours worked increase to exceptionally high levels. These results support the importance of customer orientation and imply that service managers should be especially cautious not to overwork these employees, in order to keep them happy and motivated.