In the hospitality sector, it is often believed that giving more power to customers (e.g., “the customer is king”) would enhance the service quality, customer satisfaction, and organizational performance. However, it can cause a backlash by excessively elevating the level of the customers’ perceived power, which could result in their power abuse against the employees. Based on the organizational support theory, this research argues that balancing the level of power between the customers and the employees (vs. shifting the power to the customers) can be more effective for improving the perceptions of both the current and the potential employees. The argument is empirically supported by the findings from three studies, which showed that adopting a power-balancing message positively affects the current employees’ perceived organizational support and motivates them to feel obliged to give back to the organization and also potential job applicants’ organizational attraction and the job pursuit intention.