The Experts below are selected from a list of 5637 Experts worldwide ranked by ideXlab platform
Valeriya Shapoval - One of the best experts on this subject based on the ideXlab platform.
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Organizational injustice and Emotional Labor of hotel front-line employees
International Journal of Hospitality Management, 2019Co-Authors: Valeriya ShapovalAbstract:Abstract Using equity and appraisal theories to integrate four dimensions of organizational justice and Emotional Labor, this study examines effects of organizational injustice and Emotional Labor. Perceptions of front-line hotel employees of customer injustice (interpersonal and informational), procedural and distributive injustice and their perceived effect on employees’ Emotional Labor and subsequent job satisfaction were examined. Our finding suggests the distributive injustice had an effect on hotel employees’ Emotional Labor, while effects of informational and procedural injustice on Emotional Labor were moderated by gender.
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Organizational injustice and Emotional Labor in the hospitality industry: A theoretical review
International Journal of Hospitality Management, 2019Co-Authors: Valeriya ShapovalAbstract:Abstract The topic of Emotional Labor continues to gain more attention in research and workplace. The study summarizes theoretical research with emphasis on evolution of theories on Emotional Labor and its antecedent organizational injustice. There is an increasing number of research on consequences of Emotional Labor, but research on its antecedents is strongly lacking. The purpose of this article is as follows: to review all theoretical background of Emotional Labor, organizational justice and their evolution over time, to review proposed antecedents of Emotional Labor and to provide connection of all four facets of organizational injustice and its impact on Emotional Labor, to explain Emotional Labor using action theory, appraisal theory and cognitive theory and to link all four facets of organizational injustice using affective events theory, social exchange theory, fairness theory and referent cognitive theory. Finally, potential research gaps were identified in the Emotional Labor research and some ideas for future research were provided.
James M Diefendorff - One of the best experts on this subject based on the ideXlab platform.
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The bright side of Emotional Labor
Journal of Organizational Behavior, 2015Co-Authors: Ronald H. Humphrey, Blake E. Ashforth, James M DiefendorffAbstract:Emotional Labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta-analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well-being, and deep acting is positively related with job satisfaction, organizational commitment, job performance, and customer satisfaction. Emerging research also suggests that a third form of Emotional Labor, natural and genuine Emotional Labor, is a frequently used Emotional Labor strategy that has positive effects for both employees and customers. We examine how identity processes shape how employees experience Emotional Labor, and we maintain that when employees identify with their roles, Emotional Labor augments and affirms their identity. Person-job fit is an important moderator that influences whether Emotional Labor enhances or hinders employee well-being. Emotional Labor may also have positive outcomes when organizations grant more autonomy and adopt positive display rules that call for the expression of positive emotions. Recent research also indicates that Emotional Labor strategies may improve leadership effectiveness. Research opportunities on the bright side of Emotional Labor are abundant.
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Emotional Labor actors: A latent profile analysis of Emotional Labor strategies.
The Journal of applied psychology, 2014Co-Authors: Allison S. Gabriel, James M Diefendorff, Michael A. Daniels, Gary J. GregurasAbstract:Research on Emotional Labor focuses on how employees utilize 2 main regulation strategies—surface acting (i.e., faking one’s felt emotions) and deep acting (i.e., attempting to feel required emotions)—to adhere to Emotional expectations of their jobs. To date, researchers largely have considered how each strategy functions to predict outcomes in isolation. However, this variable-centered perspective ignores the possibility that there are subpopulations of employees who may differ in their combined use of surface and deep acting. To address this issue, we conducted 2 studies that examined surface acting and deep acting from a person-centered perspective. Using latent profile analysis, we identified 5 Emotional Labor profiles—non-actors, low actors, surface actors, deep actors, and regulators—and found that these actor profiles were distinguished by several Emotional Labor antecedents (positive affectivity, negative affectivity, display rules, customer orientation, and emotion demands–abilities fit) and differentially predicted employee outcomes (Emotional exhaustion, job satisfaction, and felt inauthenticity). Our results reveal new insights into the nature of emotion regulation in Emotional Labor contexts and how different employees may characteristically use distinct combinations of emotion regulation strategies to manage their Emotional expressions at work. (PsycINFO Database Record (c) 2015 APA, all rights reserved)
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understanding the Emotional Labor process a control theory perspective
Journal of Organizational Behavior, 2003Co-Authors: James M Diefendorff, Robin H GosserandAbstract:A dynamic, process-oriented approach to understanding Emotional Labor is presented, utilizing concepts from control theory models of behavioral self-regulation. Emotional Labor is characterized as involving a discrepancy monitoring and reduction process, whereby perceptions of Emotional displays and Emotional display rules are continuously compared. If a discrepancy between Emotional displays and display rules is detected, individuals are proposed to use emotion regulation strategies to reduce the discrepancy. The goal hierarchy aspect of control theory is used to describe Emotional Labor in the broader context of job performance and explain how positive and negative outcomes can result from the Emotional Labor process. Propositions are developed throughout the paper. Copyright © 2003 John Wiley & Sons, Ltd.
Alicia A Grandey - One of the best experts on this subject based on the ideXlab platform.
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Emotional Labor and burnout comparing two perspectives of people work
Journal of Vocational Behavior, 2002Co-Authors: Celeste M Brotheridge, Alicia A GrandeyAbstract:Abstract Although it has often been presumed that jobs involving “people work” (e.g., nurses, service workers) are Emotionally taxing (Maslach & Jackson, 1982), seldom is the Emotional component of these jobs explicitly studied. The current study compared two perspectives of Emotional Labor as predictors of burnout beyond the effects of negative affectivity: job-focused Emotional Labor (work demands regarding emotion expression) and employee-focused Emotional Labor (regulation of feelings and Emotional expression). Significant differences existed in the Emotional demands reported by five occupational groupings. The use of surface-level Emotional Labor, or faking, predicted depersonalization beyond the work demands. Perceiving the demand to display positive emotions and using deep-level regulation were associated with a heightened sense of personal accomplishment, suggesting positive benefits to this aspect of work. These findings suggest new antecedents of employee burnout and clarify the Emotional Labor literature by comparing different conceptualizations of this concept.
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Emotion regulation in the workplace: a new way to conceptualize Emotional Labor.
Journal of occupational health psychology, 2000Co-Authors: Alicia A GrandeyAbstract:The topic of emotions in the workplace is beginning to garner closer attention by researchers and theorists. The study of Emotional Labor addresses the stress of managing emotions when the work role demands that certain expressions be shown to customers. However, there has been no overarching framework to guide this work, and the previous studies have often disagreed on the definition and operationalization of Emotional Labor. The purposes of this article are as follows: to review and compare previous perspectives of Emotional Labor, to provide a definition of Emotional Labor that integrates these perspectives, to discuss emotion regulation as a guiding theory for understanding the mechanisms of Emotional Labor, and to present a model of Emotional Labor that includes individual differences (such as Emotional intelligence) and organizational factors (such as supervisor support).
Won Jun Choi - One of the best experts on this subject based on the ideXlab platform.
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The Effect of Emotional Labor of College Administrative Service Workers on Job Attitudes: Mediating Effect of Emotional Labor on Trust and Organizational Commitment.
Frontiers in psychology, 2018Co-Authors: Sang-lin Han, Hyeon-sook Shim, Won Jun ChoiAbstract:Service providers working for a service organization are asked to express such positive emotions as joy, pleasure, and politeness required at the organizational level rather than their natural emotions they are experiencing at the moment. They cannot express their emotion they are actually going through and accordingly, their level of Emotional Labor and Emotional dissonance influence on their job commitment and trust toward their organization. This study thus set out to investigate the effects of leading variables of Emotional Labor on the level of Emotional Labor and the impact of Emotional Labor on organizational trust and organizational commitment with a subject group of college administrative staffs. Three underlying factors such as job stress, intimacy, and professionalism were identified as the determinants of Emotional Labor. Based on the conceptual background and our research questions, five research hypotheses and the proposed research model regarding the effects of Emotional Labor on organizational commitment and trust were developed. We also tried to include the moderating effects of work environment and gender of service providers on the research model. Given those findings, this study offers theoretical implication that confirms the negative results of Emotional Labor. Unlike many different studies on Emotional Labor from the traditional perspective of service, this study offers a practical implication by expanding and applying it to the field of college administrative service, which is an area where service providers are in the different working environment from the traditional company work environment. Finally, the managerial implications and the limitations of the study were also discussed.
Ronald H. Humphrey - One of the best experts on this subject based on the ideXlab platform.
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The bright side of Emotional Labor
Journal of Organizational Behavior, 2015Co-Authors: Ronald H. Humphrey, Blake E. Ashforth, James M DiefendorffAbstract:Emotional Labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta-analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well-being, and deep acting is positively related with job satisfaction, organizational commitment, job performance, and customer satisfaction. Emerging research also suggests that a third form of Emotional Labor, natural and genuine Emotional Labor, is a frequently used Emotional Labor strategy that has positive effects for both employees and customers. We examine how identity processes shape how employees experience Emotional Labor, and we maintain that when employees identify with their roles, Emotional Labor augments and affirms their identity. Person-job fit is an important moderator that influences whether Emotional Labor enhances or hinders employee well-being. Emotional Labor may also have positive outcomes when organizations grant more autonomy and adopt positive display rules that call for the expression of positive emotions. Recent research also indicates that Emotional Labor strategies may improve leadership effectiveness. Research opportunities on the bright side of Emotional Labor are abundant.
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Emotional Labor for Entrepreneurs: A Natural and Necessary Extension
Entrepreneurship Research Journal, 2013Co-Authors: Gerald F. Burch, John H. Batchelor, Ronald H. HumphreyAbstract:The field of entrepreneurship is actively unraveling the connections between entrepreneurs, their stakeholders, and their environment by viewing the phenomenon through an affective lens. This article extends almost three and a half decades of Emotional Labor research into the study of entrepreneurship by proposing an Affective Entrepreneurial Events Model. Building on organizational behavior research and recent, relevant entrepreneurship models, this conceptual model establishes four areas of understanding. First, we propose a method by which affect influences the entrepreneurial processes. Second, we demonstrate how what we already know from Emotional Labor research can affect the outcomes for entrepreneurs and their stakeholders. Third, we discuss how the entrepreneur’s performance of Emotional Labor shapes the entrepreneurial environment. And last, we use the extreme Emotional conditions provided by the entrepreneur’s environment to further understand the concepts associated with Emotional Labor.
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Leading with Emotional Labor
Journal of Managerial Psychology, 2008Co-Authors: Ronald H. Humphrey, Jeffrey M. Pollack, Thomas H. HawverAbstract:Purpose – This paper seeks to argue that leaders perform Emotional Labor whenever they display emotions in an attempt to influence their subordinates' moods and motivations.Design/methodology/approach – This is a conceptual paper that integrates the literature on leadership with the research on Emotional Labor.Findings – This paper develops 15 propositions that distinguish Emotional Labor performed by leaders from that performed by front‐line service workers.Research limitations/implications – The paper suggests that leading with Emotional Labor is a fruitful research topic, and that considerable research could be done in this area.Practical implications – Instead of conducting business in a non‐Emotional, “business‐like manner”, leaders would benefit by expressing their emotions in the workplace. Emotionally expressive leaders are more charismatic and are better motivators.Originality/value – This is the first paper to develop a theoretical model that describes how leaders perform Emotional Labor; thus t...
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Emotional Labor in service roles the influence of identity
Academy of Management Review, 1993Co-Authors: Blake E. Ashforth, Ronald H. HumphreyAbstract:Emotional Labor is the display of expected emotions by service agents during service encounters. It is performed through surface acting, deep acting, or the expression of genuine emotion. Emotional Labor may facilitate task effectiveness and self-expression, but it also may prime customer expectations that cannot be met and may trigger emotive dissonance and self-alienation. However, following social identity theory, we argue that some effects of Emotional Labor are moderated by one's social and personal identities and that Emotional Labor stimulates pressures for the person to identify with the service role. Research implications for the micro, meso, and macro levels of organizations are discussed.