Display rules and emotional labor: The moderating role of commitment

Gosserand, Robin H.; Diefendorff, James M.

doi:10.1037/e518632013-185

Cited by 5 publications

(8 citation statements)

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“…Following the example of Diefendorff and Richard (2003) and Gosserand and Diefendorff (2005), participants were recruited by trained undergraduate students. I provided students with both verbal and written guidelines on recruiting full-time working adults.…”

Section: Methodsmentioning

confidence: 99%

“…In particular, Reeve and Smith (2000) have shown that results of data administered by students to employees in a variety of jobs and organizations are comparable to those collected by researchers in organizations. Furthermore, recent studies by Diefendorff and Richard (2003) and Gosserand and Diefendorff (2005) have collected data via trained university students.…”

Section: Methodsmentioning

confidence: 99%

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The influence of fair supervision on employees’ emotional exhaustion and turnover intentions

Kyei-Poku

2019

MRR

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PurposeDespite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.Design/methodology/approachThe author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.FindingsResults of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.Research limitations/implicationsInteractionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.Practical implicationsThe study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.Originality/valueInteractional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

The influence of fair supervision on employees’ emotional exhaustion and turnover intentions

Kyei-Poku

2019

MRR

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“…Given the central role of display rules in emotional display management (e.g. Ashforth & Humphrey, 1993; Gosserand & Diefendorff, 2005; Grandey, 2000), it is essential that employees be aware of and understand the display expectations of the job. However, as pointed out by various authors (e.g.…”

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confidence: 99%

Are emotional display rules formal job requirements? Examination of employee and supervisor perceptions

Diefendorff

Richard

Croyle

2006

J Occupat & Organ Psyc

Self Cite

193

157

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This study explored whether emotional display rules are perceived by part‐time employees and their supervisors as formal job requirements. Results showed that display‐related behaviours were thought to be required activities (i.e. in‐role) by the majority of the sample, and that employees and supervisors generally agreed in this perception. Job‐based differences in interpersonal requirements predicted the extent to which employees and supervisors categorized display‐related behaviours as required, with more interpersonal requirements being associated with greater in‐role categorization. Job‐based differences in interpersonal requirements also predicted the level of agreement between employees and supervisors in categorizing display‐related behaviours as in‐role or extra‐role. Finally, job satisfaction and job involvement predicted the extent to which employees categorized emotional display behaviours as being required in their jobs, with more satisfied and more involved individuals rating emotional display behaviours as in‐role at a higher rate than less satisfied and less involved individuals.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Deep acting involves the motivation to alter the inner feelings to conform to the organization’s rules and norms (Gosserand and Diefendorff, 2005). This motivation is enhanced when employees like their organization (Mishra et al, 2012), accept its emotional display rules and norms (Gosserand and Diefendorff, 2005), and identify its success with their own (Ashforth and Humphrey, 1993). CSR activities enhance an organization’s image and attractiveness not only for external stakeholders (e.g., customers, shareholders, society) but also for incumbent employees (Rupp et al, 2006; Brammer et al, 2007; De Roeck et al, 2014).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Is Deep Acting Prevalent in Socially Responsible Companies? The Effects of CSR Perception on Emotional Labor Strategies

Hwang

Kim

2019

Front. Psychol.

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This study examines the relationship between corporate social responsibility (CSR) perception and emotional labor strategies, and the effects of the interaction between CSR perception and moral identification on emotional labor strategies via affective organizational commitment. Our data from 352 frontline employees in the service industry show the main effect of CSR perception on emotional labor strategies. We find that CSR perception is positively (negatively) related to deep acting (surface acting). Affective organizational commitment mediates the relationship between CSR perception and surface acting but not between CSR perception and deep acting. Moral identification moderates the effects of CSR perception on surface acting through affective organizational commitment. This paper reveals that the employees’ views on their organization’s social responsiveness and morality affect their emotional labor strategies.

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Display rules and emotional labor: The moderating role of commitment

Cited by 5 publications

References 0 publications

The influence of fair supervision on employees’ emotional exhaustion and turnover intentions

The influence of fair supervision on employees’ emotional exhaustion and turnover intentions

Are emotional display rules formal job requirements? Examination of employee and supervisor perceptions

Is Deep Acting Prevalent in Socially Responsible Companies? The Effects of CSR Perception on Emotional Labor Strategies

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