Relationship Bonds and Service Provider’s Emotional Labor: Moderating Effects of Collectivism

Lee, Myoung-Soung; Han, Sang‐Lin; Hong, Suji; Hyun, Hyowon

doi:10.3389/fpsyg.2019.00370

Cited by 7 publications

(12 citation statements)

References 79 publications

(114 reference statements)

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“…Specifically, it explored the role of "relationship bonds," a strategy through which relationships are formed by perceiving bank employees as internal customers in terms of organizational resources. Relationship bonds constitute a determinant that improves relationship performance and is revealed by an employees' job attitude and level of behavior (Lee et al, 2019). In addition, resiliency was examined as a personal resource for bank employees.…”

Section: Introductionmentioning

confidence: 99%

The effects of relationship bonds on bank employees’ psychological responses and boundary-spanning behaviors

Lee

Han

2019

IJBM

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Purpose The purpose of this paper is to examine the effects of relationship bonds on the psychological response and behavior of bank employees based on the job demands–resources theory. Specifically, it examines the effects of relationship bonds in terms of person–job (P–J) fit, emotional exhaustion, job satisfaction and boundary-spanning behaviors, all of which comprise the behavioral dimensions of bank employees. In addition, the study examines how the resiliency of bank employees influences their emotional exhaustion and determines whether a moderating effect related to emotional exhaustion exists. Design/methodology/approach To achieve this aim, data were collected from 365 customer-facing banking employees in South Korea. Reliability, validity and the hypotheses were verified through structural equation modeling; any moderating effects were identified using the bootstrap method and the process model. Findings Study results showed that financial, structural, internal social and external social bonds – the bonds pertaining to relationship elements – have positive effects on P–J fit. P–J fit influenced emotional exhaustion negatively and job satisfaction positively. Furthermore, emotional exhaustion negatively influenced job satisfaction. Job satisfaction had positive effects on service delivery, external representation and internal influence, the elements comprising boundary-spanning behavior. Finally, resiliency was shown to lower emotional exhaustion but revealed no moderating effect. Originality/value First, this study examined relationship bonds, which reference relationship marketing when introducing organizational resources that influence the psychological and behavioral responses of bank employees. Second, this study introduced resiliency as a personal resource and clarified the way it applies to an individual’s psychological response. Third, existing literature has been limited to conducting fragmented research of the psychological factors that intervene in predisposing factors and job outcomes. This study makes a unique contribution by establishing a psychological response process.

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Section: Introductionmentioning

confidence: 99%

The effects of relationship bonds on bank employees’ psychological responses and boundary-spanning behaviors

Lee

Han

2019

IJBM

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“…Frequent and positive interactions at work are central features of OSC and can lead to a collective goal orientation, a better understanding of organizational norms, and more cooperation (Garc ıa-S anchez et al, 2019; Kim, 2018;Nahapiet and Ghoshal, 1998). Lee et al (2019) argue that the strength of interpersonal bonds has a direct impact on P-O fit through enhancing socialization and shaping the values of organization members. OSC is likely to be positively associated with P-O fit.…”

Section: The Mediating Role Of Person-organization Fitmentioning

confidence: 99%

Social capital, person-organization fit and cynicism: a multi-stage mediation model of turnover intention in public organizations

Campbell

2020

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PurposeThe informal dimension of organizational experience can shape performance-relevant employee behavior, including voluntary turnover. The authors develop a multi-stage model of turnover intention relevant to public organizations based on the quality of informal intra-organizational employee ties. Specifically, the authors argue that organizational social capital reduces turnover intention both directly and indirectly via its influence on person-organization fit, organizational cynicism and job satisfaction.Design/methodology/approachThe authors use data from a survey of 946 Korean public sector employees and partial least squares structural equation modeling to test our hypotheses. A number of checks are performed to evaluate the integrity of the data and probe the robustness of the results.FindingsThe authors find that there is a significant link between organizational social capital and turnover intention, but that this relationship is fully mediated by the specified intervening processes. Social capital is associated with increased P-O fit, increased job satisfaction and reduced cynicism. In turn, P-O fit reduces turnover intention both directly and indirectly via increased job satisfaction and reduced cynicism.Originality/valueWhile a number of studies demonstrate the value of organizational social capital, the current study works through the theoretical mechanisms by which social capital is transformed into valued organizational outputs. Some of these are specifically relevant to public organizations. The authors describe the model's practical relevance and suggest research questions that can build upon our findings. The authors also note the study's limitations.

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“…In addition, these two types of emotion regulation strategies are related to the behavioral strategy of service employees—deep acting and surface acting. Surface acting involves hiding actual emotions and expressing fake emotions; it manifests in the response-focused emotion regulation strategy, is connected to expressive suppression, and requires either suppressing expressions or suppressing actions, such as when service employees respond to angry customers [ 4 , 7 ]. Deep acting involves experiencing the emotions necessary for service employees or striving to experience them.…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

“…However, previous studies have failed to fully explore such mechanisms, while presenting predictors and emotional labor outcomes in a simple combined manner. Second, previous studies have mentioned that emotional labor is related to job stress [ 3 , 7 ]. In addition, service emotional labor leads to customers’ emotional state and satisfaction with the interaction between service employees and customers [ 8 ].…”

Section: Introductionmentioning

confidence: 99%

“…Expressive suppression causes service employees to concentrate on and respond to customers’ negative feedback, leading to surface acting. Situation reappraisal causes service employees to engage in deep acting by autonomously converting their moods and expressions through cognitive adaptation efforts, imposing psychological meaning on certain situations, and transforming their situation evaluations [ 5 , 7 , 24 ]. From the perspective of service employees, resilience is an individual psychological trait that acts as an internal characteristic and enables them to reassess situations instead of reacting automatically to external stimuli.…”

Section: Introductionmentioning

confidence: 99%

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The Effects of Service Employee Resilience on Emotional Labor: Double-Mediation of Person–Job Fit and Work Engagement

Lee

Kim

2020

IJERPH

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This study examined the effect of service employees’ resilience on deep acting in the job demands–resources model (JD-R model). It set and verified person–job fit and work engagement as double-mediation factors between service employees’ resilience and deep acting. To accomplish this, surveys targeting service employees working in the retail finance industry in Korea were administered. The analysis showed that resilience significantly increased person–job fit, and person–job fit improved work engagement. Additionally, it showed that work engagement improved deep acting. With regard to the double-mediation effect, the direct effect of resilience on deep acting was not statistically significant, but the double-mediation effect through person–job fit and work engagement was significant. In other words, person–job fit and work engagement fully mediated the relationship between resilience and deep acting. Additionally, person–job fit alone did not mediate the relationship between resilience and deep acting, but the independent mediation effect of work engagement was significant.

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Relationship Bonds and Service Provider’s Emotional Labor: Moderating Effects of Collectivism

Cited by 7 publications

References 79 publications

The effects of relationship bonds on bank employees’ psychological responses and boundary-spanning behaviors

The effects of relationship bonds on bank employees’ psychological responses and boundary-spanning behaviors

Social capital, person-organization fit and cynicism: a multi-stage mediation model of turnover intention in public organizations

The Effects of Service Employee Resilience on Emotional Labor: Double-Mediation of Person–Job Fit and Work Engagement

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