Surface Acting and Job-Related Affective Wellbeing: Preventing Resource Loss Spiral and Resource Loss Cycle for Sustainable Workplaces

2019

Sustainability

The purpose of this study is to examine the unexplored mechanisms through which employee job performance is affected by compassion experienced at work. While the relationship between compassion and job performance is relatively well established in the literature, our knowledge of the actual mechanisms underlying this relationship is still in a nascent state. In this study, we propose two paths through which increased job performance results from workplace compassion. Our empirical results, obtained through 360 full-time employees including 182 males and 178 females working in South Korea, provide support for the serial double mediation effects of positive work-related identity and collective self-esteem in the positive relationship between compassion experienced at work and job performance. In addition, the positive relationship between workplace compassion and job performance is mediated by positive psychological capital.

Section: Discussionmentioning

confidence: 99%

Compassion and Job Performance: Dual-Paths through Positive Work-Related Identity, Collective Self Esteem, and Positive Psychological Capital

2019

Sustainability

“…If the organization fails to manage emotional exhaustion effectively, it will incur high costs as a result of poor work performance and high employee turnover [21]. Thus, from an organization's perspective, understanding emotional labor and helping its employees cope with work pressures (especially service employees) is critical for building a sustainable workplace [20,22].…”

Section: Introductionmentioning

confidence: 99%

“…Although OCB is a contextual performance that is equally important to task performance [3], except for a few studies [35,36], it has received relatively scant attention in the literature on emotional labor. In addition, given the well-established benefits of OCB on the individual-level (e.g., performance and turnover intentions) and organizational-level (e.g., productivity and, efficiency) outcomes [37,38], OCB is deemed crucial for sustainability [22]. Hence, by exploring OCB as a focal outcome of social capital and emotional regulation in our model, we add new empirical insights into the literature on emotional labor and sustainability management.…”

Section: Introductionmentioning

confidence: 99%

Social Capital and Organizational Citizenship Behavior: Double-Mediation of Emotional Regulation and Job Engagement

Rhee

et al. 2018

Sustainability

Despite an enduring interest in emotional labor, the effects of social capital on the emotional regulation process remain relatively underexplored. Using the job demands-resources model, we propose that social capital provides employees with the job resources required for deep acting. We also propose a double-mediation effect of deep or surface acting and job engagement, through which employee social capital can increase organizational citizenship behavior (OCB). Empirical results using data from 330 employees selling financial or insurance products in South Korea support our hypotheses that deep acting by sales employees and job engagement sequentially mediate the positive relationship between social capital and OCB.

“…In a toxic emotional culture, when newcomers adjust to it, it may only trigger negative emotions as responses to emotion-laden situations in the workplace, which, in turn, leads to lower psychological wellbeing (Härtel 2008). Since low psychological wellbeing is detrimental for the sustainability of employees in the workplace (Ha 2018), organizations should closely work with their employees to build a healthy emotional culture.…”

Section: Practical Contributionmentioning

confidence: 99%

When in Rome, Feel as the Romans Feel: An Emotional Model of Organizational Socialization

2018

Social Sciences

Organizational socialization literature has long emphasized learning organizational culture upon entry. However, most previous socialization studies have largely focused on learning job skills, such as role clarity and task mastery. Focusing on emotional culture, the author provides a review about the roles of emotions in an organizational socialization context. Further, drawing upon the organizational socialization and emotion literature, the author builds a theoretical model, an emotional model of organizational socialization highlighting how newcomers adjust to the emotional culture within an organization, which ultimately leads to successful organizational socialization. This article provides new conceptual insights into the roles of newcomers’ adjustment to an emotional culture in a socialization context, providing fruitful ways for future empirical testing.