In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive emotions, emotion regulation strategies (emotion suppression, reappraisal, and naturally felt emotions), and job satisfaction. Based on a sample of 147 employees, results generally supported our hypotheses and indicated that employees' motivation to express positive emotions leads to the expression of the naturally felt emotions and the use of reappraisal. In contrast, motivated employees used less emotion suppression in their work. Hence, employees' motivation seems to facilitate the adoption of a more authentic stance toward customers. Moreover, employees' affectivity impacted emotional labor strategies. Finally, replicating past findings, job satisfaction was associated with a more authentic demeanor. This chapter contributes to emotional labor theory by extending our comprehension of emotional labor antecedents, which have been relatively under-investigated by

Emotion displays do not only signal emotions but also have social signal value. A study was conducted to test the hypothesis that expressing anger when complaining may lead to positive outcomes for the complainant because anger signals goal obstruction and hence the presence of real harm. The results suggest that the social signal value of anger enhances the credibility of the complainant and hence leads to better compensation, but only when the complaint itself presents room for doubt. For highly justified complaints the additional expression of anger does not add information and is discounted. In contrast, showing an affiliative-smiling demeanor was found to enhance credibility for both types of complaints. Overall, the present research confirmed the important role of emotion expressions as social signals. Copyright # 2008 John Wiley & Sons, Ltd.One of the most pervasive research questions in the psychology of emotions regards the perception of emotion expressions. Most of this research has focused on the decoder's ability to ''get'' the emotional message. In effect, investigations into the decoding process generally stop once an emotion label is affixed to the expression. In contrast, less attention has been devoted to the issue of the inferences that a decoder might draw from that label (Glaser & Salovey, 1998;Hess, Adams, & Kleck, 2008;Manstead, 1991). That is, this line of research often ignores the social implications of showing a certain emotion in a certain context. Emotional expressions do not only express emotions but also have social and communicative functions (e.g., Fridlund, 1991;Fridlund, 1994;Hareli & Rafaeli, 2008;Hess, Kappas, & Banse, 1995;Keltner & Haidt, 1999;Parkinson, 1996;Parkinson, Fischer, & Manstead, 2005), including the signaling of authenticity. Specifically, a communication that includes an emotional signal that matches the meaning of the verbal message will be perceived as more credible than an identical verbal message that does not include such a signal. The goal of the present research was to test this notion in the context of complaints accompanied by anger expressions.The notion that emotional signals interact with verbal content with regard to the perceived credibility of a message is grounded in appraisal theory of emotion. According to appraisal theories of emotion, emotions are elicited and differentiated through a series of appraisals of (internal or external) stimulus events according to the perceived nature of the event. Observers are aware of the ''stories'' that underlie emotions (Parkinson, 1999(Parkinson, , 2001) and hence can ''reverse

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This study investigates the impact job satisfaction, job involvement, organizational commitment, and transfer climate on the training transfer process. Training transfer refers to the application of the new learning and to performance at work. A two-time data collection was implemented among employees of a public health insurance company who attended professional training programs (N = 118). Data analysis revealed that (1) job involvement negatively influenced transfer, (2) peer support positively influenced transfer, (3) openness to change had a negative relationship with transfer, and (4) these three predictors have an indirect effect on performance at work.

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