Emotional Labor Beyond the Frontlines: Work Settings, Interactions, and Coping Strategies

Miranda, Mayola; Godwin, Marcia L.

doi:10.1080/10841806.2018.1485450

Cited by 10 publications

(20 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…According to the conclusions of the research, emotional labor is an important prerequisite for job performance. Many studies in the related literature confirm this conclusion (Çolak, 2018;Miranda & Godwin 2018;Robbins & Judge, 2013;Hochschild, 1983Hochschild, /2012Ünlü & Yürür, 2011;Giardini & Frese, 2006;Tsai 2001;Grandey, 2000). In addition, it should not be overlooked that when employees show an intense effort to display emotions in accordance with the emotion display rules determined by the enterprise, they may have emotional disharmony or emotional exhaustion after a while.…”

Section: Discussionmentioning

confidence: 92%

“…As a matter of fact, Grandey (2000) also stated that surface acting displayed may have an effect on decreasing job performance (Grandey, 2000). Although it is urged in the related literature that emotional labor is an important prerequisite for job performance and this variable can be used as an effective tool in increasing job performance (Çolak, 2018;Miranda & Godwin 2018;Robbins & Judge, 2013;Hochschild, 1983Hochschild, /2012Ünlü & Yürür, 2011;Giardini & Frese, 2006;Tsai 2001;Grandey, 2000), it is also discussed that employees may have emotional disharmony or emotional exhaustion after a while if they show an intense effort to act in accordance with the emotional behaviour rules required by the job by displaying ostensible emotional behaviours that are disconnected from their real feelings during work processes or by suppressing their real feelings. It is emphasized that showing artificial feelings in relationships with customers, in other words, masking his/her own feelings, may prevent an employee from acting according to his/her own feelings at work (Bolton, 2005).…”

Section: Discussionmentioning

confidence: 99%

“…Related literature suggests that psychological capital and emotional labor are important prerequisites of job performance. These two variables are emphasized as effective tools in increasing job performance (Miranda & Godwin 2018;Nasurdin, et al, 2018;Begenirbaş & Çalışkan, 2014;Hochschild, 1983Hochschild, /2012Shahnawaz & Jafri, 2009;Grandey, 2000). Munchinsky (2003) argued that job performance is a set of actions that can measure, monitor, and evaluate employees' success (Almutairi, Moradi, Idrus, Emami, & Alanazi, 2013).…”

Section: Job Performancementioning

confidence: 99%

“…Since hotel employees constitute the largest labor force component in tourism services, their performance have a sig-nificant effect on the service quality and satisfaction perceptions of national and international tourists. In recent years, the emotional labor shown by employees during their work, which is considered a closely related concept for employees to achieve the desired performance so that enterprises can obtain a sustainable competitive advantage, is discussed (Miranda & Godwin, 2018;Begenirbaş & Çalışkan, 2014;Hochschild, 1983Hochschild, /2012Grandey, 2000). In addition to physical and mental contributions of employees, enterprises expect them to show emotions in line with the emotional display rules specified by the enterprises (Sohn & Lee, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Related literature suggests that psychological capital and emotional labor are important prerequisites of job performance (Miranda & Godwin 2018;Nasurdin, Ling & Sabrina, 2018;Begenirbaş & Çalışkan, 2014;Hochschild, 1983Hochschild, /2012Shahnawaz & Jafri, 2009;Grandey, 2000). In tourism literature, however, there are few studies on the relationship between psychological capital and emotional labor with job performance (Çolak, 2018;Nasurdin, et al, 2018;Kızanıklı & Çöp, 2017;Eşitti, 2015;Dönmez, 2014;Karatepe, 2014;Ünlü & Yürür, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Effect of Psychological Capital and Emotional Labor on Job Performance: A Study on Five Star Hotel Enterprises in Antalya

Sönmez¹

2021

ibr

View full text Add to dashboard Cite

Service quality and customer satisfaction, which are basic goals of hotel enterprises, can be achieved by the high job performance of qualified staff. The focal point of this study was the key role that psychological capital and emotional labor play in high job performance. In this study, which aimed to determine the effect of psychological capital and emotional labor on job performance, the sample group consisted of 400 personnel employed by 16 five-star hotel enterprises operating in the centre of Antalya, specifically in the districts of Kemer and Alanya. The data collected by questionnaire technique were analysed by statistical techniques, such as frequency and percentage distribution, arithmetic mean, standard deviation, Pearson's correlation analysis, multiple linear regression analysis, independent samples t-test, and one-way analysis of variance. What is more, a factor analysis was administered for validity and reliability, and Cronbach's Alpha coefficients were calculated. Obtained data suggested that the psychological capital levels of employees were positive above the medium level. The general emotional labor performance of employees was at the medium level. The job performance levels perceived by employees were high. As a result of the correlation analysis performed in the study, positive correlations were identified between psychological capital and emotional labor at r=0.529, psychological capital and job performance at r=0.717, and emotional labor and job performance at r=0.595. The regression analysis showed that one unit of change in the psychological capital caused an increase of 0.543 on the job performance, and a change of one unit in the psychological capital resulted in an increase of 0.712 on the job performance. In addition, according to the t-test and variance analysis results, while psychological capital, emotional labor, and job performance did not differ significantly according to gender, marital status, age, or education level, psychological capital levels of the hotel employees differed significantly according to their departments, and emotional labor performance differed significantly in line with their departments and working durations.

show abstract