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Emotional Labor (emotional + labor)
Selected AbstractsIS EMOTIONAL LABOR MORE DIFFICULT FOR SOME THAN FOR OTHERS?PERSONNEL PSYCHOLOGY, Issue 1 2009A MULTILEVEL, EXPERIENCE-SAMPLING STUDY In response to 2 areas for development in the emotional labor literature,(a) the contemporaneous associations between emotional labor and affective reactions, and (b) whether emotional labor might be more personally costly for some employees than others,this study tested a conceptual model explaining the differential effects of deep and surface acting on job satisfaction and emotional exhaustion via their asymmetrical influences on mood, and whether extraverts fare better when engaging in emotional labor. As expected, surface acting was positively associated with negative mood, and this explained some of the association of surface acting with increased emotional exhaustion and decreased job satisfaction. Contrary to hypotheses, deep acting was unrelated to job satisfaction and was associated with lower positive affect. Extraversion moderated several emotional labor relationships such that, in general, surface and deep acting had more positive (or less negative) effects for extraverts (compared to introverts). Overall, the results support the importance of considering the roles of mood and disposition in the impact of emotional labor. [source] The Relationship Between Emotional Resources and Emotional Labor: An Exploratory StudyJOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 10 2008Yongmei Liu The study examines the effects of a subtype of personal resources (i.e., emotional resources) on emotional labor strategies. We examined 2 variables, emotional intelligence and negative affectivity, as proxies for emotional resources. Largely consistent with predictions, results indicated that individuals with a high level of emotional resources (indicated by high emotional intelligence) are more likely than others to deep act, and individuals with comparatively low emotional resources (indicated by high negative affectivity) are more likely than others to surface act. The differential effects of surface acting and deep acting on strain and job satisfaction were examined. Depressed mood was found to mediate the relationship between surface acting and job satisfaction. [source] Beyond Cognition: Affective Leadership and Emotional LaborPUBLIC ADMINISTRATION REVIEW, Issue 1 2009Meredith A. Newman How do the concepts of emotional labor and artful affect translate into our understanding of leadership? Where would one find affective leadership in practice? To address these questions, the workdays of civil servants are examined. Based on interviews and focus groups, the authors set forth in their own words how social workers, 911 operators, corrections officials, detectives, and child guardians experience their work. These interviews reveal the centrality of emotion work in the service exchange and underscore affective leadership in practice. The authors conclude that the most important challenge facing public administrators is not to make work more efficient but to make it more humane and caring. Affective leadership, and recognition of the centrality of emotional labor therein, are the means by which this approach is championed. [source] Gender and Emotional Labor in Public Organizations: An Empirical Examination of the Link to PerformancePUBLIC ADMINISTRATION REVIEW, Issue 6 2006Kenneth J. Meier Scholars of public organizations have begun to emphasize emotional labor in studies of gender in the workplace, finding that the skills women bring to organizations are often overlooked and undercompensated even though they play a vital role in the organization. Emotional labor is an individual's effort to present emotions in a way that is desired by the organization. The authors hypothesize that employers with greater emotional labor expectations of their employees will have more effective interactions with clients, better internal relationships, and superior program performance. This article tests the effects of emotional labor in a bureaucratic workforce over time. Multiple regression results show that organizations with more women at the street level have higher overall organizational performance. Additionally, emotional labor contributes to organizational productivity over and above its role in employee turnover and client satisfaction. [source] Women Teaching Class: Emotional Labor in Brazilian Literacy ClassesANTHROPOLOGY OF WORK REVIEW, Issue 3 2001Associate Professor Lesley Bartlett First page of article [source] Gender and Emotional Labor in Public Organizations: An Empirical Examination of the Link to PerformancePUBLIC ADMINISTRATION REVIEW, Issue 6 2006Kenneth J. Meier Scholars of public organizations have begun to emphasize emotional labor in studies of gender in the workplace, finding that the skills women bring to organizations are often overlooked and undercompensated even though they play a vital role in the organization. Emotional labor is an individual's effort to present emotions in a way that is desired by the organization. The authors hypothesize that employers with greater emotional labor expectations of their employees will have more effective interactions with clients, better internal relationships, and superior program performance. This article tests the effects of emotional labor in a bureaucratic workforce over time. Multiple regression results show that organizations with more women at the street level have higher overall organizational performance. Additionally, emotional labor contributes to organizational productivity over and above its role in employee turnover and client satisfaction. [source] Political will, political skill, and political behaviorJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2005Darren C. Treadway The current study used Mintzberg's (1983) conceptualization of political will and political skill to evaluate the predictors and consequences of political behavior at work. As elements of political will, we hypothesized that need for achievement and intrinsic motivation would predict the use of political behavior at work. Furthermore, we argued that political skill would moderate the relationship between political behavior and emotional labor. Data gathered from employees (N,=,193) representing a wide array of organizations substantiated the proposed relationships. Specifically, need for achievement and intrinsic motivation were positively associated with political behavior. In turn, those opting to employ political behavior at work experienced a higher degree of emotional labor, but this relationship was found to operate differently at low and high levels of political skill. Specifically, emotional labor was a consequence of political behavior for those low in political skill, but emotional labor reactions from political behavior were neutralized for individuals high in political skill. Implications of these results, strengths and limitations, and directions for future research are discussed. Copyright © 2005 John Wiley & Sons, Ltd. [source] IS EMOTIONAL LABOR MORE DIFFICULT FOR SOME THAN FOR OTHERS?PERSONNEL PSYCHOLOGY, Issue 1 2009A MULTILEVEL, EXPERIENCE-SAMPLING STUDY In response to 2 areas for development in the emotional labor literature,(a) the contemporaneous associations between emotional labor and affective reactions, and (b) whether emotional labor might be more personally costly for some employees than others,this study tested a conceptual model explaining the differential effects of deep and surface acting on job satisfaction and emotional exhaustion via their asymmetrical influences on mood, and whether extraverts fare better when engaging in emotional labor. As expected, surface acting was positively associated with negative mood, and this explained some of the association of surface acting with increased emotional exhaustion and decreased job satisfaction. Contrary to hypotheses, deep acting was unrelated to job satisfaction and was associated with lower positive affect. Extraversion moderated several emotional labor relationships such that, in general, surface and deep acting had more positive (or less negative) effects for extraverts (compared to introverts). Overall, the results support the importance of considering the roles of mood and disposition in the impact of emotional labor. [source] Beyond Cognition: Affective Leadership and Emotional LaborPUBLIC ADMINISTRATION REVIEW, Issue 1 2009Meredith A. Newman How do the concepts of emotional labor and artful affect translate into our understanding of leadership? Where would one find affective leadership in practice? To address these questions, the workdays of civil servants are examined. Based on interviews and focus groups, the authors set forth in their own words how social workers, 911 operators, corrections officials, detectives, and child guardians experience their work. These interviews reveal the centrality of emotion work in the service exchange and underscore affective leadership in practice. The authors conclude that the most important challenge facing public administrators is not to make work more efficient but to make it more humane and caring. Affective leadership, and recognition of the centrality of emotional labor therein, are the means by which this approach is championed. [source] Gender and Emotional Labor in Public Organizations: An Empirical Examination of the Link to PerformancePUBLIC ADMINISTRATION REVIEW, Issue 6 2006Kenneth J. Meier Scholars of public organizations have begun to emphasize emotional labor in studies of gender in the workplace, finding that the skills women bring to organizations are often overlooked and undercompensated even though they play a vital role in the organization. Emotional labor is an individual's effort to present emotions in a way that is desired by the organization. The authors hypothesize that employers with greater emotional labor expectations of their employees will have more effective interactions with clients, better internal relationships, and superior program performance. This article tests the effects of emotional labor in a bureaucratic workforce over time. Multiple regression results show that organizations with more women at the street level have higher overall organizational performance. Additionally, emotional labor contributes to organizational productivity over and above its role in employee turnover and client satisfaction. [source] | |||||||||||||