When performance demands enable change: How employees can overcome emotional dissonance and organizational underappreciation

Clercq, Dirk De; Dayan, Mumin; Ng, Poh Yen

doi:10.1016/j.emj.2023.02.004

Cited by 4 publications

(1 citation statement)

References 87 publications

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“…"The perception of employees of a supportive working environment is associated to decrease stress and increase job satisfaction and team work" [21,22,23]. Survey data collected in a study by De Clercq, et al [24] "among employees across various industries, showed that contradiction in felt and organizationally desired emotions hinder organizational belongingness, because they develop a belief that their organization does not value them".…”

Section: Organizational Characteristicsmentioning

confidence: 99%

Emotional Labour: Its Effect on Work Performance

Borah,

Saikia,

Begum

2024

AJAEES

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The previous two decades of the 20th century has witnessed a dynamic change in the distribution of employment that has shifted from agriculture and industry to the service sector. With the rise of the service sector, more numbers of employees are involved in direct contact with the client and in such occupations, the job demands expression of appropriate emotions during the interaction. Concomitant with this transition a relatively new labour market has been created, which is marked by work roles that focus on direct communication between service workers and customers. Many a times the front-line service workers have to regulate their emotions in jobs so as to appear professional, even when during unpleasant situations. This new type of labour which has emerged from the work demand is termed as ‘Emotional labour’. Emotional labour is not confined tocustomer service workers, it can be challenging for most of us, because it is not easy to hide true emotions and display emotions required in work place. Organizational expectation of emotional expression by employees at work place leads to emotional labour. Arlie Hochschild (1983) was the first sociologist to distinctively point out the management and display of emotions by workers as part of their work role. She defined emotional labour as the management of emotions in order to bring out visible facial and bodily display. Hochschild asserted that emotional labour is a stressor that maybe harmful for the psychological and physical well-being of employees. Her findings suggested that the need to manage emotions in work place may bring in contradiction between the emotions an employee feels and the emotions he/she has to display while working with customers. This discrepancy between required and true emotions is referred to as ‘Emotional dissonance’. The more the conflict between the required and true emotions, the more employees tend to experience stress, job burnout, and psychological alienation from self. Hochschild proposed two different approaches to reduce emotional dissonance, which are surface acting (outward behavior) and deep acting (inner feelings). As the emotional state of employees is directly related to work performance, management of factors causing emotional labor is an important aspect at work environment.

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Section: Organizational Characteristicsmentioning

confidence: 99%

Emotional Labour: Its Effect on Work Performance

Borah,

Saikia,

Begum

2024

AJAEES

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Psychological contract breaches, plans to quit, and destructive voice behavior: Catalytic effects of proactive personality

De Clercq

2024

European Management Journal

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How overloaded employees can use resilience and forgiveness resources to overcome dissatisfaction and maintain their knowledge-sharing efforts

De Clercq,

Pereira

2024

IJOA

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Purpose Drawing on conservation of resources theory, this study aims to examine how employees’ experiences of excessive workloads may direct them away from efforts to share knowledge with other organizational members, as well as the circumstances in which this process is more or less likely. To untangle the process, the authors predict a mediating role of job dissatisfaction and moderating roles of two complementary resources that help employees cope with failure: resilience as a personal resource and organizational forgiveness as an organizational resource. Design/methodology/approach Survey data were gathered from employees of an organization that operates in the construction retail sector. The Process macro provides an empirical test of the moderated mediation dynamic that underpins the proposed conceptual framework. Findings The statistical findings affirm that an important channel through which employees’ perceptions that their work demands are unreasonable escalate into a diminished propensity to share knowledge is their lack of enthusiasm about their jobs. Their ability to recover from challenging work situations and their beliefs that the organization does not hold grudges against people who commit mistakes both mitigate this harmful effect. Practical implications For organizational practitioners, this research shows that when employees feel frustrated about extreme work pressures, the resource-draining situation may escalate into diminished knowledge sharing, which might inadvertently undermine their ability to receive valuable feedback for dealing with the challenges. From a positive perspective, individual resilience and organizational forgiveness represent resources that can protect employees against this negative spiral. Originality/value This study explicates an unexplored harmful effect of strenuous workloads on knowledge sharing, which is explained by employees’ beliefs that their organization fails to provide satisfactory job experiences. This effect also is mitigated to the extent that employees can draw from valuable personal and organizational resources.

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When performance demands enable change: How employees can overcome emotional dissonance and organizational underappreciation

Cited by 4 publications

References 87 publications

Emotional Labour: Its Effect on Work Performance

Emotional Labour: Its Effect on Work Performance

Psychological contract breaches, plans to quit, and destructive voice behavior: Catalytic effects of proactive personality

How overloaded employees can use resilience and forgiveness resources to overcome dissatisfaction and maintain their knowledge-sharing efforts

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