Although emotion work and emotional competence focus on similar processes, there has been a lack of integration between the 2 concepts. Emotion work is the regulatory effort to express organizationally desired emotions, whereas emotional competence encompasses skills that focus on how people deal with and regulate their own affect and that of others. The general hypothesis of this study was that emotional competence can be regarded as an important personal resource in emotion work because it moderates the relationships between work characteristics, emotional dissonance, and outcome variables. Eighty-four service employees completed a questionnaire on their working conditions and their well-being. In addition, peer ratings for emotional competence were completed. The authors found that emotional competence moderated most of the proposed relationships between work characteristics and emotional dissonance, between emotional dissonance and outcome variables, and between work characteristics and outcome variables.

SummaryThis study investigates the role of the positive organizational behavior (POB) concept of emotional competence for the effective management of participants' affect in service encounters and customers' assessments about the encounter. We developed and tested a two-level model in which service employees' emotional competence is related to both service employees' and customers' state positive affect. Customers' positive affect, in turn, is related to customers' specific and general evaluations of the service rendered. A total of 394 service encounters involving 53 financial consultants of a bank were assessed. Data were analyzed by a combination of path analysis and hierarchical linear modeling (HLM), and the results support large parts of the model. More specifically, employees' emotional competence was related to customer evaluations through their own positive affective state during the encounter as well as through a direct link to the customer evaluations of the encounter.

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In the face of demographic developments and changes in employees' priorities, work-family issues have become increasingly important for organizations. It has been suggested that organizations benefit from human resource practices that are designed to help employees balance the demands of both work and family. However, research investigating the purported positive effects of these work-family practices is still scarce and inconclusive. In particular, longitudinal data that may help to identify long-term effects are still lacking. To help fill in this gap, we conducted two longitudinal studies that linked the degree to which organizations adopted work-family practices to absenteeism, perceived general performance, and perceived financial performance five years later. In both studies, we found that the comprehensive measure of work-family practices was negatively related to absenteeism but unrelated to perceived general performance and perceived financial performance.

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