Implications of Emotional Labor on Work Outcomes of Service Workers in Not-for-Profit Human Service Organizations

Abstract

Studies reveal that emotional labor is a key feature of caring professions. The present study explored emotional labor as an occupational requirement for employees of not-for-profit human services organizations providing services to individuals with disabilities relating to work outcomes (job satisfaction, burnout, and turnover intention). A cross-sectional design was used. Data were collected from a sample of 518 human services employees. The results indicated that: (1) supervisors of direct services and their employees, front line direct care workers, reported the highest levels of emotional labor; (2) the emotional regulation strategy of deep acting increased job satisfaction; (3) the emotional regulation strategy of surface acting increased burnout; and (4) the emotional regulation strategy of surface acting increased turnover intention. The findings highlight the need to address emotional labor regulation strategies within human services organizations in order to address work outcomes and support employees, providing direct services to individuals.

Role of Leaders’ Emotional Labor toward Leader’s Job Satisfaction and Emotional Exhaustion: Moderating Role of Psychological Capital

“…Thus hypotheses H1a and H2a are accepted. Additionally, these findings are consistent with the previous studies' findings, which also state that inauthentic emotions (surface acting) at the workplace dampen job satisfaction (Bhave and Glomb, 2016;Costakis, Gruhlke, and Su, 2020).…”

“…As per the results, deep acting was found to positively influence job satisfaction, thus, hypothesis H1b is accepted. Deep acting focuses on behaving when required as per the situations ( Grandey and Sayre, 2019) and it is regarded as the healthier emotional labor strategy (Costakis et al, 2020). Employees involved in deep acting tend to have greater job satisfaction (Brotheridge and Grandey, 2002).…”

Sistem Informasi Manajemen Dan Pemanfaatannya Pada Organisasi Pelayanan Kemanusiaan Aksi Cepat Tanggap Kabupaten Bandung Barat

“…Larasati & Rahayu (2019) juga menegaskan bahwa staf pada organisasi kemanusiaan cenderung memiliki work life balance yang baik untuk menunjang pelayanan organisasi. Sebagai penguat hal tersebut, diperlukan pula sumber dukungan emosional antara satu sama lain sebagai wujud menjaga keseimbangan kondisi psikologis dan sosial staf pada organisasi pelayanan kemanusiaan (Costakis et al, 2021).…”

The Role of Daily Affect in Leader-Member Exchange: A Multilevel Investigation in Public Health Administration

“…The outcomes of daily emotional experiences can vary according to extent and type of the emotion regulation strategy used for managing the internal state or the external expression of emotions (Costakis et al, 2021). The current study adopts Lee and Brotheridge (2011)'s conceptualization of emotional labor (EL) which defines EL as the reconstruction of the emotion (deep acting) or modification of its presentation (surface acting) in three dimensions (dividing the latter into two), not showing the genuine emotions (hiding feelings), changing the display of the sentiment (faking emotions) and modifying the internal emotion (deep acting).…”