Introduction: Why Emotional Labor Matters in Public Service

Guy, Mary E.; Mastracci, Sharon H.; Yang, Seung–Bum

doi:10.1007/978-3-030-24823-9_1

Cited by 25 publications

(48 citation statements)

References 28 publications

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“…Caution is warranted, as even in similar cultural contexts such as the US and the UK, meta-analysis suggests differences exist in the gendered aspects of burnout (Purvanova and Muros, 2010). Research on the cross-cultural measurement of emotional labor reveals differences in how emotional labor manifests between cultural groups, and caution must be used before assuming measurement and outcome invariance (Guy et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

Contrasting emotional labor and burnout in civilian and sworn law enforcement personnel

Adams

Mastracci

2020

PIJPSM

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PurposeThis study introduces emotional labor into an analysis of multiple dimensions of burnout in sworn and civilian employees across three law enforcement agencies.Design/methodology/approachUsing data from a survey of law enforcement employees in a metropolitan police department, a full-service sheriff's department, and a state corrections agency located in the western United States (n = 1,921), we test the explanatory power of an emotional labor-based model of burnout.FindingsResults partially confirm the lone prior study to examine civilian and sworn personnel. Sworn and civilian employees experience variant levels of emotional exhaustion and depersonalization, though the underlying emotional labor correlates are significantly related to burnout for both groups. Further, we extend prior results by capturing multiple facets of burnout as well as contributing an emotional labor explanation for burnout, while controlling for individual demographic characteristics and agency type.Research limitations/implicationsLaw enforcement agencies rely upon non-sworn employees to support their missions. The experience of non-sworn law enforcement personnel is under-researched in both the emotional labor and law enforcement organizational literature. Burnout is a phenomenon that has high costs for both employees and organizations, particularly in the law enforcement context. Investigating the emotional labor experience of employees is critical for practitioners who are tasked with effectively managing both groups.Originality/valueOne previous study has investigated the emotional labor of civilians in law enforcement and used community-level predictions for burnout. This study builds on those findings by capturing two facets of burnout rather than the lone gauge of burnout used in the previous study. Furthermore, we use an emotional labor model to investigate emotional exhaustion and depersonalization reported by sworn and civilian personnel.

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Section: Discussionmentioning

confidence: 99%

Contrasting emotional labor and burnout in civilian and sworn law enforcement personnel

Adams

Mastracci

2020

PIJPSM

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“…Promoting organizational support can be a solution when nonprofit and public employees face great workloads and high levels of stress that are inadequately covered by the monetary incentives (Hamann and Foster, 2014; Knapp et al, 2017). POS has the potential to mitigate employees' burnout caused by the emotional-labor nature of service provision (Guy et al, 2014), and by unmet expectations of the extrinsic rewards (Hirschfeld et al, 2002). If an intrinsically motivated individual feels recognized and rewarded through a series of social exchanges that fulfill their psychosocial needs, they may engage in reciprocal behavior through high levels of organizational commitment and, theoretically, their levels of intrinsic motivation may remain constant.…”

Section: Discussion and Future Researchmentioning

confidence: 99%

Perceived organizational support in public and nonprofit organizations: Systematic review and directions for future research

Prysmakova

Lallatin

2021

International Review of Administrative Sciences

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A qualitative meta-analysis of 57 studies (1987–2018) on perceived organizational support in public and nonprofit administrative contexts in various parts of the world revealed 70 related variables within 16 categories. While most reviewed studies sampled employees of the US, the UK, and Iran, in terms of geography, research on the perceived organizational support of public and nonprofit services has been constantly spreading and has been revealing similar findings across countries. While the article questions the generalizability of some findings due to the overreliance on small convenience samples from educational, health, and social work facilities, it supports the generalizability of many found associations even though they happen in various international, organizational, and institutional settings. In particular, in public-serving contexts, perceived organizational support exhibits stable and positive relationships with commitment, intent to stay, motivation, satisfaction derived from job and tasks, well-being, empowerment, reduced stress, work–family balance, and individual growth. Meanwhile, the positive perceptions of support link negatively to unionization and reveal no consistent patterns regarding demographics. The article invites scholars to explore public and nonprofit contexts further, and to test previously overlooked associations like those with leadership type, reward expectancy, public service motivation, and withdrawal activities. Points for practitioners Perceived organizational support should be cultivated in public and nonprofit contexts, as it improves employees’ commitment, motivation, satisfaction, and well-being, and reduces stress. Perceived organizational support might matter for retention more than the content of a job. Employees who feel supported demonstrate better work–family balance and positively perceive many aspects of their organizations. Promoting perceived organizational support helps when intensive workloads and high levels of stress are inadequately compensated. Perceived organizational support can mitigate employees’ burnout caused by the emotional labor of service provision.

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“…In this sense, emotional labor can be beneficial (Hochschild, 1983), however, it may also have adverse consequences (Grandey, 2000), being seen as a doubleedged sword (Ashforth & Humphrey, 1993). Regarding benefits, emotional labor can facilitate self-expression, personal well-being and a sense that work is significant (i.e., attribution of meaning to work) (Ashforth & Humphrey, 1993), thus leading to work engagement (Guy et al, 2019). Although workers may feel emotionally defeated, they feel at the same time accomplished (Bhowmick & Mulla, 2016) and proud of their work (Choi & Guy, 2020).…”

Section: Emotional Labormentioning

confidence: 99%

Emotional labor, occupational identity and work engagement in Portuguese police officers

Oliveira

Carvalho

Pinto

et al. 2023

The International Journal of Human Resource Management

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Introduction: Why Emotional Labor Matters in Public Service

Cited by 25 publications

References 28 publications

Contrasting emotional labor and burnout in civilian and sworn law enforcement personnel

Contrasting emotional labor and burnout in civilian and sworn law enforcement personnel

Perceived organizational support in public and nonprofit organizations: Systematic review and directions for future research

Emotional labor, occupational identity and work engagement in Portuguese police officers

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