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Emotional Labor at Work with Patients and Customers
Published in Dorota Żołnierczyk-Zreda, Emotional Labour in Work with Patients and Clients, 2020
The tertiary sector, or services sector, has become the largest sector of the economy in the Western world, and is also the fastest-growing sector. The services economy currently contributes to approximately 70% of the gross domestic product (GDP) in the US and in European countries [The World Factbook 2017]. The work of a significant number of persons employed in this sector often requires intensive contact with customers or patients, where emotional labor is a job demand. It means that workers have to display certain emotions at work, while suppressing other feelings, according to the emotional display rules set by the employer [Hochschild 1983; Côté 2005]. Therefore, emotional labor encompasses a process that includes (a) explicit emotional demands (i.e. display rules) and (b) the effortful strategies needed to meet those demands (i.e. emotion regulation) [Diefendorff and Gosserand 2003; Grandey and Sayre 2019].
Self-Construal and Anger Action Tendencies in Hong Kong and the United Kingdom
Published in Walter J. Lonner, Dale L. Dinnel, Deborah K. Forgays, Susanna A. Hayes, Merging Past, Present, and Future in Cross-Cultural Psychology, 2020
To explain the differences in action tendency a measure of independent-interdependent self-construal was used. This tested explicitly the theory proposed by Markus and Kitayama (1991) and Triandis (1989). Within the Hong Kong sample it was found that independent self-construal was associated with direct aggression action tendency. This illustrates that individuals who conceive of the self as independent are more likely to feel like expressing their anger through direct aggression. Again, this finding challenges the display rules theory showing that within-culture variation, as well as cross-cultural variation can be accounted for by individual differences in self-construal. The display rules explanation is based on the premise that individuals feel like expressing their emotions but do not. However, the findings of this study indicate that self-construal influences what the individual feels like expressing.
Emotions
Published in Mohamed Ahmed Abd El-Hay, Understanding Psychology for Medicine and Nursing, 2019
People usually adjust their emotional expressions to suit a particular social context. How, when, and where they display emotional expressions are strongly influenced by cultural norms. Cultural differences in the management of facial expressions are called display rules. Display rules can vary for different groups within a given culture. In some countries like Japan, an important display rule is that you should not reveal negative emotions in the presence of an authority figure so as not to offend the higher-status individual. Cultures which value interdependence among people differ in their emotional reaction to situations from cultures that emphasize independence of individuals, due to a different perception of situations.
The effect of emotional intelligence on unsafe behavior of miners: the role of emotional labor strategies and perceived organizational support
Published in International Journal of Occupational Safety and Ergonomics, 2023
The influence of surface acting and deep acting of emotional labor strategies on employee performance has been shown in different degrees. Goodwin et al. [35] concluded that the surface acting of employees has a significant negative impact on their work performance. In contrast, deep acting has a significant positive impact on their work performance. Hotel employees, who can reasonably use the deep-seated role of the staff, can ease and adjust their negative mood in their work and deal with their work tasks rationally and soberly, so the work performance is relatively high. Based on empirical analysis of 230 flight attendants, Lee et al. [36] concluded that the emotional labor strategies executed by flight attendants play an essential role in regulating the emotional display rules. He proposed that, in emotional work strategy, deep acting can promote job performance and reduce burnout. As we all know, surface acting could improve job performance effectively. Still, it would increase employee burnout, lead to employee fatigue and then reduce the service quality of follow-up work of flight attendants.
Psychometric Evaluation of the Action Control Scale in Turkish Samples and the Relationship of Action–State Orientation with Emotional Labor
Published in Journal of Personality Assessment, 2022
However, surface and deep acting differ in their personal cost and effectiveness. Surface acting demands that employees exert constant effort to maintain appropriate emotional displays. In line with this, meta-analytic investigations have found that surface acting is negatively related to personal and organizational outcomes (Hülsheger & Schewe, 2011; Kammeyer-Mueller et al., 2013). Deep acting, on the other hand, has been argued to be resource-depleting for a shorter period and consequently less laborious (Grandey, 2000; Totterdell & Holman, 2003). Moreover, since deep acting involves altering the experience of emotions to be congruent with display rules, it is related to desired performance-related outcomes (Hülsheger & Schewe, 2011; Kammeyer-Mueller et al., 2013). Drawing on these findings, we predict that the negative relationship between action orientation and surface acting will be stronger than that between action orientation and deep acting.
Customer Incivility, Work Engagement and Service-Oriented Citizenship Behaviours: Does Servant Leadership Make a Difference?
Published in Human Performance, 2022
Rude, impolite and uncivil treatment from customers toward employees is a violation of social norms (van Jaarsveld, Walker, & Skarlicki, 2010). Therefore, customer incivility toward service employees is viewed as a break of the normative script of a service interaction (Henkel, Boegershausen, Rafaeli, & Lemmink, 2017). This deviation from scripted behaviours or discrepancy between role expectations and actual behaviours could result in increased confusion since the service encounter does not follow a predictable sequence anymore (Solomon et al., 1985). It will increase employees’ job demands which, in turn, will limit their physiological and psychological effort and result in higher fatigue (van Jaarsveld et al., 2010). Moreover, it will increase employees’ feelings of anger and decrease their feelings of happiness, and will make it difficult to comply with emotional display rules which dictate the emotions employees should express to conform to social and organizational norms (Rupp & Spencer, 2006). All this should lead to a decrease in work engagement and subsequent service-oriented OCBs (Matta et al., 2015).