福祉関連職におけるMaslach Burnout Inventoryの因子構造の比較

This article provides a quantitative review of the link of emotional labor (emotion-rule dissonance, surface acting, and deep acting) with well-being and performance outcomes. The meta-analysis is based on 494 individual correlations drawn from a final sample of 95 independent studies. Results revealed substantial relationships of emotion-rule dissonance and surface acting with indicators of impaired well-being (ρs between .39 and .48) and job attitudes (ρs between -.24 and -.40) and a small negative relationship with performance outcomes (ρs between -.20 and -.05). Overall, deep acting displayed weak relationships with indicators of impaired well-being and job attitudes but positive relationships with emotional performance and customer satisfaction (ρs .18 and .37). A meta-analytic regression analysis provides information on the unique contribution of emotion-rule dissonance, surface acting, and deep acting in statistically predicting well-being and performance outcomes. Furthermore, a mediation analysis confirms theoretical models of emotional labor which suggest that surface acting partially mediates the relationship of emotion-rule dissonance with well-being. Implications for future research as well as pragmatic ramifications for organizational practices are discussed in conclusion.

On the costs and benefits of emotional labor: a meta-analysis of three decades of research.

Emotional labor refers to the process by which workers are expected to manage their feelings in accordance with organizationally defined rules and guidelines. Hochschild's (1983) The Managed Heart introduced this concept and inspired an outpouring of research on this topic. This article reviews theory and research on emotional labor with a particular focus on its contributions to sociological understandings of workers and jobs. The sociological literature on emotional labor can be roughly divided into two major streams of research. These include studies of interactive work and research directly focused on emotions and their management by workers. The first uses emotional labor as a vehicle to understand the organization, structure, and social relations of service jobs, while the second focuses on individuals’ efforts to express and regulate emotion and the consequences of those efforts. The concept of emotional labor has motivated a tremendous amount of research, but it has been much less helpful in provi...

The Sociology of Emotional Labor

Purpose – This paper seeks to argue that leaders perform emotional labor whenever they display emotions in an attempt to influence their subordinates' moods and motivations.Design/methodology/approach – This is a conceptual paper that integrates the literature on leadership with the research on emotional labor.Findings – This paper develops 15 propositions that distinguish emotional labor performed by leaders from that performed by front‐line service workers.Research limitations/implications – The paper suggests that leading with emotional labor is a fruitful research topic, and that considerable research could be done in this area.Practical implications – Instead of conducting business in a non‐emotional, “business‐like manner”, leaders would benefit by expressing their emotions in the workplace. Emotionally expressive leaders are more charismatic and are better motivators.Originality/value – This is the first paper to develop a theoretical model that describes how leaders perform emotional labor; thus t...

Leading with emotional labor

Building on the emotional labor and authentic leadership literatures, we advance a conceptual model of leader emotional displays. Three categories of leader emotional displays are identified: surface acting, deep acting and genuine emotions. The consistency of expressed leader emotions with affective display rules, together with the type of display chosen, combines to impact the leader's felt authenticity, the favorability of follower impressions, and the perceived authenticity of the leader by the followers. Emotional intelligence, self-monitoring ability, and political skill are proposed as individual differences that moderate leader emotional display responses to affective events. We also look at followers' trust in the leader and leader well-being as key outcomes. Finally, we explore the influence on leader emotional labor of contextual dimensions of the environment, including the omnibus (national and organizational culture, industry and occupation, organizational structure, time) and discrete (situational) context. Directions for future research are discussed.

Emotional labor and leadership: A threat to authenticity?

Conflicting empirical findings in studies assessing the relationship between emotional labour and negative job outcomes are partly due to the lack of clarity regarding the conceptualisation and measurement of emotional dissonance. Emotional dissonance has been variously described and measured as an antecedent or as a consequence of the performance of emotional labour, as well as an inherent component of emotional labour. Recent conceptualisations of dissonance have proposed a mediator role for emotional dissonance between emotional labour and the outcome of emotional exhaustion. Concepts from cognitive dissonance theory support this conceptualisation and were used to empirically test this proposed relationship with a sample of 181 staff from two tourism based organisations providing a range of visitor/customer services. The results demonstrated a significant partial mediation role for emotional dissonance in the relationship between emotional labour and emotional exhaustion, supporting the use of a more theoretically and methodologically consistent measure of emotional dissonance.

Andrea Kirk Brown

Papers

Emotional Labour and Negative Job Outcomes: An Evaluation of the Mediating Role of Emotional Dissonance