Regulation of emotions, interpersonal conflict, and job performance for salespeople

Mulki, Jay Prakash; Jaramillo, Fernando; Goad, Emily A.; Pesquera, Martha Rivera

doi:10.1016/j.jbusres.2014.08.009

Cited by 93 publications

(100 citation statements)

References 62 publications

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“…No significant relationship was found between felt stress and job performance, despite evidence from a prior study of such a relationship (Mulki et al, 2015). This may be due to the hypothesized effect of moderate levels of stress stimulating employees 'to excel' (Singh, 1998, p. 71).…”

Section: Discussionmentioning

confidence: 85%

Customer-Directed Extra-Role Performance and Emotional Understanding: Effects on Customer Conflict, Felt Stress, Job Performance and Turnover Intentions

Mulki

Wilkinson

2017

Australasian Marketing Journal

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A B S T R A C TSales and customer service employees often face demanding or even abusive customers. This study utilized structural equation modeling to develop a preliminary model identifying relationships between interpersonal customer conflict, key consequences of such conflict, and potential means to avoid or reduce that conflict. Results confirm that interpersonal conflict with customers has a direct negative influence on job performance, and works through felt stress to increase turnover intentions among employees. However, results suggest that a salesperson's emotional understanding and customer-directed extrarole performance reduce that conflict and increase job performance. Comparisons with prior related studies, although none of those cover all relevant factors, indicate that these relationships are likely to be similar in developed and developing economies. Limitations and future research directions are also discussed.

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Section: Discussionmentioning

confidence: 85%

Customer-Directed Extra-Role Performance and Emotional Understanding: Effects on Customer Conflict, Felt Stress, Job Performance and Turnover Intentions

Mulki

Wilkinson

2017

Australasian Marketing Journal

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“…While emotional intelligence is related to the recognition and controlling of own and others' emotions it may play a significant role in lowering interpersonal conflict, as emotional intelligent employees are able to regulate their emotions and use their ability to reduce conflict and maybe even solve conflict (Mulki, Jaramillo, Goad, & Pesquera, 2015). Schutte, Malouff, Simunek, McKenley, and Hollander (2002) show that emotional intelligent individuals are better able to handle threats to their positive attitude in negative situations, which can also be of significant importance in work related conflict situations.…”

Section: Emotional Intelligence and Conflict Handling Stylesmentioning

confidence: 99%

"Cultural Values, Emotional Intelligence, and Conflict Handling Styles: A Global Study"

Gunkel

Schlaegel

Taras

2015

AMPROC

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Section: Interpersonal Conflict and Emotional Labourmentioning

confidence: 87%

“…Accordingly, it seems likely that surface acting would mediate the negative relationships between conflict and performance, through the reduction of negative workplace relationships as well as emotional contagion, or the tendency for an individual to mimic the emotions displayed by another individual (Hatfield, Cacioppo, & Rapson, ). Initial evidence indicates that emotion regulation in response to conflicts improves performance (Mulki, Jaramillo, Goad, & Pesquera, ). Therefore, we propose that task, relationship and non‐task organizational conflict will be related to strain outcomes and performance indirectly through surface acting.Hypothesis Task conflict will have positive indirect effects on depressive symptoms, physical symptoms and performance through surface acting.Hypothesis Relationship conflict will have positive indirect effects on depressive symptoms, physical symptoms and performance through surface acting.Hypothesis Non‐task organizational conflict will have positive indirect effects on depressive symptoms, physical symptoms and performance through surface acting.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Grin and Bear It?: Employees' Use of Surface Acting During Co‐worker Conflict

2016

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Using survey data from 459 employed individuals, the conditional indirect effects of three types of interpersonal conflict at work on strains and performance through surface acting were tested. Results indicated that task, relationship and non-task organizational conflict were positively related to depressive and physical symptoms and negatively related to performance. Task conflict had a significantly weaker association with employee outcomes than either relationship or non-task organizational conflict. Surface acting negatively related to all types of conflict, although it had a weaker association with relationship conflict than task or non-task organizational conflict. Support was found for moderated mediation relationships whereby surface acting mediated the associations between all types of conflict with depressive symptoms, as well as the association between relationship and non-task organizational conflict with physical symptoms, when conflict was infrequent. Surface acting also mediated the associations between all types of conflict and performance when conflict was frequent. Future research directions are discussed that can advance our theoretical understanding of how emotional labour and interpersonal conflict interact to affect employees, as well as further our ability to improve employee well-being and organizational functioning. Copyright © 2016 John Wiley & Sons, Ltd.

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Regulation of emotions, interpersonal conflict, and job performance for salespeople

Cited by 93 publications

References 62 publications

Customer-Directed Extra-Role Performance and Emotional Understanding: Effects on Customer Conflict, Felt Stress, Job Performance and Turnover Intentions

Customer-Directed Extra-Role Performance and Emotional Understanding: Effects on Customer Conflict, Felt Stress, Job Performance and Turnover Intentions

"Cultural Values, Emotional Intelligence, and Conflict Handling Styles: A Global Study"

Grin and Bear It?: Employees' Use of Surface Acting During Co‐worker Conflict

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