2010
DOI: 10.1111/j.1559-1816.2010.00697.x
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The Influence of Emotional Dissonance on Subjective Health and Job Satisfaction: Testing the Stress–Strain–Outcome Model

Abstract: We adopted the stress–strain–outcome model (Koeske & Koeske, 1993) to examine the influence of work stressors on subjective health and job satisfaction among Chinese service employees. Two independent studies were reported. In the first study, 271 employees provided cross‐sectional data on work characteristics, emotional dissonance, work strain, and job satisfaction. Structural equation modeling showed that work characteristics were related to emotional dissonance, which, in turn, was associated with work stra… Show more

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Cited by 36 publications
(33 citation statements)
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References 64 publications
(117 reference statements)
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“…Additionally, the current study only examined one possible correlate of job performance and job satisfaction (cyber incivility), but these out come variables may be influenced by additional workplace factors other than cyber incivility. For example, pay (Judge, Piccolo, Podsakoff, Shaw, & Rich, 2010), relationships with supervisors (Har ris, Harris, & Brouer, 2009), job characteristics (Cheung & Tang, 2010), individual differences (Wu & Griffin, 2012), and growth opportunities (Ford & Wooldridge, 2012) may influence job satisfaction. In addition, the level of workfamily conflict that an individuals experience may impact the amount of stress individuals might be under and their reported levels of satisfaction and perfor mance (OdleDusseau, Britt, & GreeneShortridge, 2012;Spector et al, 2007).…”
Section: Limitations and Future Research Directionsmentioning
confidence: 99%
“…Additionally, the current study only examined one possible correlate of job performance and job satisfaction (cyber incivility), but these out come variables may be influenced by additional workplace factors other than cyber incivility. For example, pay (Judge, Piccolo, Podsakoff, Shaw, & Rich, 2010), relationships with supervisors (Har ris, Harris, & Brouer, 2009), job characteristics (Cheung & Tang, 2010), individual differences (Wu & Griffin, 2012), and growth opportunities (Ford & Wooldridge, 2012) may influence job satisfaction. In addition, the level of workfamily conflict that an individuals experience may impact the amount of stress individuals might be under and their reported levels of satisfaction and perfor mance (OdleDusseau, Britt, & GreeneShortridge, 2012;Spector et al, 2007).…”
Section: Limitations and Future Research Directionsmentioning
confidence: 99%
“…Additionally, the current study only examined one possible correlate of job performance and job satisfaction (cyber incivility), but these out come variables may be influenced by additional workplace factors other than cyber incivility. For example, pay (Judge, Piccolo, Podsakoff, Shaw, & Rich, 2010), relationships with supervisors (Har ris, Harris, & Brouer, 2009), job characteristics (Cheung & Tang, 2010), individual differences (Wu & Griffin, 2012), and growth opportunities (Ford & Wooldridge, 2012) may influence job satisfaction. In addition, the level of workfamily conflict that an individuals experience may impact the amount of stress individuals might be under and their reported levels of satisfaction and perfor mance (OdleDusseau, Britt, & GreeneShortridge, 2012;Spector et al, 2007).…”
Section: Limitations and Future Research Directionsmentioning
confidence: 99%
“…Empirical findings generally support these propositions as they have documented associations between emotion regulation requirements and negative job outcomes (see Hülsheger & Schewe, 2011 for a recent meta-analysis). Specifically, associations between emotion regulation requirements and job dissatisfaction (Cheung & Tang, 2010;Côté & Morgan, 2002), emotional exhaustion (Chau, Dahling, Levy, & Diefendorff, 2009;Zapf & Holz, 2006), depersonalization (Brotheridge & Grandey, 2002), absenteeism (Diestel & Schmidt, 2010), organizational turnover (Goodwin, Groth, & Frenkel, 2011), and psychosomatic complaints (for a review see Zapf, 2002) have been demonstrated.…”
Section: Predicted Affect Regarding Expected Organizational Changes Amentioning
confidence: 99%