Relationships between emotional labor job performance and turnover.docx

Relationships between emotional labor job performance and turnover.docx

《Relationships between emotional labor job performance and turnover.docx》由会员分享，可在线阅读，更多相关《Relationships between emotional labor job performance and turnover.docx（40页珍藏版）》请在冰点文库上搜索。

Relationshipsbetweenemotionallaborjobperformanceandturnover

Relationshipsbetweenemotionallabor,jobperformance,andturnover

RobynE.Goodwin

a,

MarkusGroth1,a,

andStephenJ.Frenkel2,a,

aAustralianSchoolofBusiness,UniversityofNewSouthWales,Sydney,Australia

Received3December2010. 

Availableonline4March2011.

Abstract

Thepresentstudyinvestigatestherelationshipbetweentheemotionallaborstrategiessurfaceactinganddeepactingandorganizationaloutcomes,specifically,employees'overall

jobperformanceandturnover.

Callcenteremployeesfromtwolargefinancialserviceorganizationscompletedanonlinesurveyabouttheiruseofsurfaceanddeepacting.Theirresponseswerematchedwithsupervisors'ratingsofoverall

jobperformance

andorganizational

turnover

recordsobtained9monthslater.Resultsindicatethatsurfaceactingisdirectlyrelatedtoemployee

turnover

andemotionalexhaustionandthattherelationshipbetweensurfaceactingand

jobperformance

isindirectviaemployeeaffectivedelivery.Deepactingwasnotlinkedtotheseoutcomes.Theoreticalandpracticalimplicationsarediscussedfromtheperspectiveofemotionallabortheories.

Keywords:

Emotionallabor;Customerservice;Employee

performance;Turnover

ArticleOutline

Grandey's（2000）modelofemotionallabor

Emotionallaborandemployeeperformance

Emotionallaborandemployeeturnover

Method

Participantsandprocedure

Measures

Results

Reliabilityandvalidityassessment

Structuralequationmodelingandmediationanalysis

Discussion

Theoreticalcontribution

Practicalimplications

Limitationsandrecommendationsforfutureresearch

Conclusion

AppendixA

References

Emotionallaborreferstoemployees'useofvariousstrategiestoregulatetheiremotionswheninteractingwithcustomersinordertomeetorganizationalemotionaldisplayrequirements（[Grandey,2000]and[Hochschild,1983]）,alsoknownasdisplayrules（Ekman,1973）.Emotionallaborisperformedbyemployeesinresponsetotheirperceptionsofdisplayrules（Diefendorff&Richard,2003）andtheircommitmenttothesestandards（Gosserand&Diefendorff,2005）.Understandingtheconsequencesofemotionallaborisimportantbecauseboththeoryandempiricalevidencesuggestthatemotionallaborisintegraltothedailyworkexperienceofmanyfrontlineserviceemployeesandiscloselylinkedtoindicatorsofemployeewell-being（[Grandey,2000]and[Hochschild,1983]）,customeroutcomessuchassatisfactionandloyalty（[GiardiniandFrese,2008],[Grandey,2000],[Grandeyetal.,2005]and[Hennig-Thurauetal.,2006]）,andultimately,organizational

performance

（Grandey,2000）.

EmotionallaborcanbeviewedasanapplicationofGross's（1998b）processmodelofemotionregulationtotheworkplace（Côté,2005）.Thus,whatisunderstoodasemotionallaborisasetofregulatorycognitionsandbehaviorsenactedbyemployeesatworkinresponsetoactualoranticipateddiscrepanciesbetweenfeltemotionsandperceptionsofexpectedemotionaldisplays.AccordingtoGross's（1998b）model,emotionregulationiseitherantecedent-focused（anticipatory）orresponse-focused（reactionary）.Whenappliedtoemployee–customerinteractions,thesetypesofemotionregulationstrategiesmirrorwhatiscommonlyknownasdeepacting（i.e.,modifyingfeltemotions,usuallyinanticipationofaperceiveddiscrepancybetweenfeltandrequiredemotions）andsurfaceacting（i.e.,theexpressionofemotionsnotactuallyfeltbysuppressingfeltemotions,amplifyingtheexpressionofaweaklyfeltemotion,orfakingunfeltemotions）（Hochschild,1983）.

Empiricalevidenceshowsthatsurfaceanddeepactingoftenyielddivergentoutcomesforemployees,particularlyregardingtheirwell-being（[Grandey,2003]and[Judgeetal.,2009]）.Surfaceactingtypicallyhasmoredetrimentaloutcomesthandeepacting.However,theimpactofemotionallaborstrategiesonorganizationaloutcomesremainsunder-researched,hencethesignificanceofthepresentstudy.Specifically,weinvestigatehowtheemotionallaborstrategiesofsurfaceanddeepactingcorrespondtotwocriticaloutcomes:

supervisor-ratedoverall

jobperformance

andemployee

turnover.

Insodoing,wemovebeyondpriorresearchthateitherusedbroadmeasuresofemotionallabor（Duke,Goodman,Treadway,&Breland,2009）orusedself-report（Totterdell&Holman,2003）orlaboratory-basedmeasuresof

performance

（Goldberg&Grandey,2007）toexaminethelinkbetweenspecificemotionallaborstrategiesandcore

jobperformance

inanappliedsetting.Themediatingrolesofemotionalexhaustionandaffectivedeliveryarealsoexplored.

Grandey's（2000）modelofemotionallabor

BuildingonHochschild's（1983）work,Grandey（2000）developedacomprehensiveconceptualframeworkofemotionallaborthatdrawsonemotionregulationtheory（Gross,1999）.Themodelsuggeststhatemployees'emotionallaborstrategieswillresultinseveralwell-beingoutcomesforindividuals（increased

job

satisfactionandreducedburnoutandstress）andorganizations（improvedemployee

performance

andreduced

turnover）

.

Althoughthereisconsiderableempiricalevidenceillustratingtheeffectsofemotionallaboronemployeewell-beingoutcomes,therelationshipbetweenemotionallaborandorganizationaloutcomeshasreceivedfarlessempiricalattention,despitestrongtheoreticalsupportforsuchalink（[AshforthandHumphrey,1993],[Grandey,2000],[Hochschild,1983]and[TotterdellandHolman,2003]）.Indeed,astrongassumptionunderlyingorganizations'requirementthatemployeesdisplaypositiveemotionsisthatsuchsincereemotionaldisplays（orgood‘affectivedelivery’）arebelievedtoresultinfavorableorganizationaloutcomesincludingincreasedemployeeandcustomerretention,higheremployee

performance,

andultimately,improvedorganizational

performance

（[Grandey,2000]and[Hochschild,1983]）.

Giventhistheoreticaljustification,thepresentresearchcontributestotheemotionallaborliteraturebyexaminingthelinksbetweentheemotionallaborstrategiesofsurfaceanddeepactingandtwocriticalorganizationaloutcomes:

employees'overall

jobperformanceandturnover

behavior.Inaddition,wegobeyondGrandey's（2000）predictionsandexamineaffectivedelivery（i.e.,theauthenticitywithwhichanemployeeexpressesrequiredemotions）andemotionalexhaustionastwokeymediatorsoftheserelationships.Furthermore,thisstudymakesanimportantmethodologicalcontributionbyusingactualratherthanself-reportedmeasuresof

turnoverandperformance.

Withfewexceptions（Chau,Dahling,Levy,&Diefendorff,2009）,researchlinkingemotionallaborto

turnover,

employeewell-being（e.g.,stressandburnout）andto

performance

havereliedonemployeeself-reports（e.g.,[Abraham,1999],[BrotheridgeandGrandey,2002],[CôtéandMorgan,2002],[Pugliesi,1999]and[TotterdellandHolman,2003]）orproxiessuchasthenumberoferrorscommittedinalaboratoryasasubstitutefor

jobperformance

（Sideman&Grandey,2007）.Weutilizethreeindependentsourcesofdata—employeeself-reports,supervisorratingsof

jobperformance,

andorganizational

turnover

records—inordertoexaminetherelationshipbetweenemotionallaborandorganizationaloutcomes.Thisapproachreducesthepotentialeffectsofcommonmethodbiasontheresults,andimprovesonpreviousresearchbyconcentratingontworatherthanasingledependentvariable.TheoverallconceptualmodelguidingthepresentresearchisillustratedinFig. 1.

Full-sizeimage（34K）

Fig. 1. 

Theoreticalmodelandstudyhypotheses.

ViewWithinArticle

Emotionallaborandemployee

performance

Employee

performance

—theactionsandbehaviorsthatarecontrolledbytheindividualandcontributetothegoalsoftheorganization（Rotundo&Sackett,2002）—isanimportantconstructsinceitofteninformsrewardanddisciplinedecisions.Inaserviceworkcontextemployee

performance

referstobothtangibleservicedeliveryandintangibleaspectssuchasinterpersonalbehaviorandemotionaldisplay（[Bitneretal.,1990]and[BowenandSchneider,1988]）.Emotionallaborstrategiesareparticularlyimportantinthecontextofcustomerservice,becauseemployeebehaviorduringservicedelivery（e.g.,empathy,responsiveness）isoftenperceivedbycustomersasthemostcriticalaspectofservicequality（Bitneretal.,1990）.Inparticular,employees'positiveemotionaldisplaysaretypicallycentraltothecustomerserviceexperience（Bailey,Gremler,&McCollough,2001）andareassociatedwithfavorablecustomerevaluations（[MattilaandEnz,2002]and[TsaiandHuang,2002]）.Giventhiscentrality,andthefrequentintentionofemployees'emotionallabortoevokepositivecustomerresponses,wesuggestthattheextenttowhichemployeesengageinemotionallaborispositivelyrelatedtotheirtask-related

performance.

Despitetheaboveproposition,thereareintrapersonalmechanismsthatsuggestanegativerelationshipbetweenemotionallaborand

performance.

AccordingtoEgodepletiontheory,self-regulatoryefforts,includingemotionregulation,drawon,anddeplete,acommonresource（Baumeister,2002）.Thusemotionregulationcandiminishotherproximalself-regulatoryefforts（Tice&Bratslavsky,2000）,suchastask

performance.

Giventhedemonstratedimportanceofadaptiveself-regulationindetermining

performance

intheworkplace（Tsui,Ashford,StClair,&Xin,1995）,weexpectthatengaginginemotionallaborlimitsemployees'abilitytoperformtotheirfullpotentialandthusreducestheir

performance.

However,differentemotionallaborstrategiesmayvaryinthedemandsplacedonemployee