The Moderating Role of Leader-Member Exchange on the Relationship between Emotional Labor with Job Satisfaction or Turnover Intention (original) (raw)
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It is known in the business world that employees' display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn't approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.
The Effects of Emotional Labor on Employee Work Outcomes
Emotional labor can be defined as the degree of manipulation of one's inner feelings or outward behavior to display the appropriate emotion in response to display rules or occupational norms. This study concerns the development of an emotional labor model for the hospitality industry that aims at identifying the antecedents and consequences of emotional labor. The study investigates the impact of individual characteristics on the way emotional labor is performed; it investigates the relationships among the different ways of enacting emotional labor and their consequences, and addresses the question of whether organizational characteristics and job characteristics have buffering effects on the perceived consequences of emotional labor, which are emotional exhaustion and job satisfaction.
Organizational Consequences Of Emotional Labour In Mangenent
Applied Studies In Agribusiness And Commerce, 2011
Emotional labour, as a self-contained field of research, is only three decades old. This study aims to summarize key findings from investigations of the last ten years in an attempt to provide a reference for interpretation of organizational emotions and the organizational aspects of emotional labour. It makes no secret of its aim being to call the attention of anybody dealing with people as workforce that work no longer has only physical or mental aspects, but an emotional dimension as well. Most often this latter dimension lives an independent life. Normally, it is not regulated, tracked, appreciated or rewarded properly, which might send a message to employees that it is not really important. However, emotional labour is a concomitant of most professions and jobs. Where it is not given any conscious consideration by either the employer nor its employees, numerous opportunities of making it easier or improving it may be lost.
The link between emotional labor and employee performance in the services sector
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The lack of clarity related to the concept of emotional labor has impeded its development regardless of the conspicuous importance of emotional labor for the external and internal environments which include the employees, organizations, structure, operations, and clients. Thus, this research aims to highlight the connection between emotional labor and its impact on employee performance. This study is concerned with the employees in the services sector in the period between January 2011 and June 2022 and included a total of 21 articles. In general, this review found that emotional labor can result in positive results for the business, as enhancing workers’ satisfaction as well as performance, on the other hand, burnout and poor job performance when people are compelled to express emotions differently than their own, the findings were highlighting the consistent connection between surface acting (SA) and employee performance. Nonetheless, the findings of deep acting (DA) and the emplo...
What if it is too negative? Managing emotions in the organization
Management Science Letters, 2021
Hospitality industry always looks for the exhibition of positive emotions from employees’ side and employees display it through suppressing negative emotions (surface acting) or expressing positive emotions (deep acting). The aim of this study is to examine the impact of emotional labor strategies on emotional exhaustion of employees through moderating effect of perceived organizational support. The study uses a sample of 190 employees of chain hotels situated in Lahore, Pakistan. Results concludes that hotels in hospitality sector should value the emotions of frontline employees to prevent them from getting emotionally exhausted, so they could serve the customers’ productively. Similarly, if organizations develop a mechanism and system that enhance the positive perception of organizational support among employees, it will decrease the adverse consequences of emotional labor. This research could be carried out in other service sectors like education, health, banking, airlines etc. w...
A predictive study of emotional labor and turnover
Journal of Organizational Behavior, 2009
The current study examined how the emotional labor strategies of deep acting and surface acting directly influence emotional exhaustion and turnover intentions, and indirectly impact actual turnover among a sample of bank tellers. Turnover data were collected from organizational records 6 months after participants responded to a survey that measured emotional labor strategies, emotional exhaustion, and turnover intentions. Results showed that turnover intentions mediated the relationship between deep acting and actual turnover. Additionally, surface acting had indirect effects on turnover through emotional exhaustion and turnover intentions.
A model of some precedents and outcomes of emotional labor was developed and tested in a sample consisted of 153 employees of an industrial organization in Iran. The variables included in the model were: openness to experience, agreeableness and consciousness as precedents of emotional labor, emotional labor (surface acting), and organizational citizenship behaviors (OCBI and OCBO) as outcomes of emotional labor. Fitness of the proposed model was examined through structural equation modeling (SEM). Findings revealed that 1) openness to experience and consciousness were negatively related to surface acting, and 2) surface acting was negatively related to OCBI and OCBO. Implications of the results are presented in the study.
Organizational Consequences and Individual Antecedents of Emotional Dissonance and Emotional Labor
This study reports the results of two research surveys, conducted in big administrative entities and covering 158 and 233 employees respectively. It confirms some of the most important organizational consequences of emotional labor, showing that – generally – high levels of perceived emotional dissonance affect negatively job performance, commitment and satifaction. It also proves that individual differences play an important role as pre-requisites of emotional labor, thus mediating the effect of emotional dissonance on levels of job performance, job satisfaction and intention to quit. Researchers’ interest by now has been focused almost entirely on “the big five” model. The results in these cases are often quite surpising, contradictory and far from encouraging. Here an alternative (more conservative) approach to measuring individual differences is used and the results show, for example, that performance of employees belonging to the “Thinking” type in Jung’s typology, and scoring ...
The Dimensions, Antecedents, and Consequences of Emotional Labor
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