Chapter 4 Sales Employee's Emotional Labor: A Question of Image or Support
29 Jul 2011-Vol. 7, pp 107-131
TL;DR: Based on a study of 523 medical sales representatives, the present study investigates the relationships among employees' perception about organizational image, organizational support, and the way they perform their emotional labor during customer interaction as discussed by the authors.
Abstract: Based on a study of 523 medical sales representatives, the present study investigates the relationships among employees' perception about organizational image, organizational support, and the way they perform their emotional labor during customer interaction. As predicted, the study found support for a positive relationship of both perceived organizational support and perceived external prestige with the way in which employees perform emotional labor. The study further found the importance of perceived external prestige of the organization in influencing the relationship between perceived organizational support and emotional labor. Implications of the study to practitioners and researchers were discussed.
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TL;DR: In this paper, the authors discuss how the concept of emotional labour evolved in the last thirty years and explain the different dimensions of emotional labor and the attempts made to quantify the construct.
Abstract: Emotional labour is a relatively new topic of research in India. This paper discusses how the concept evolved in the last thirty years. The paper mainly aims to explain the different dimensions of emotional labour and the attempts made to quantify the construct. The paper also focuses the progress in emotional labour research in India. Suggestions for future research are also discussed.
5 citations
Cites background from "Chapter 4 Sales Employee's Emotiona..."
...Mishra (2011) found support for a positive relationship of both perceived organizational support and perceived external prestige with the way in which employees perform emotional labour....
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TL;DR: This paper examined the impact of employees' interactions with external beneficiaries in explaining service performance and found that supervisor support (an internal factor) and contact with beneficiaries (an external factor) influence employee service performance.
Abstract: Customers play a significant role in motivating frontline employees. However, little research has examined the impact of employees’ interactions with external beneficiaries in explaining service performance. In the present study, we borrowed from the job characteristics model and social exchange theory to build our model. Drawing on data from 889 frontline service employees and 2667 customers in the microfinance sector, our study demonstrated that supervisor support (an internal factor) and contact with beneficiaries (an external factor) influence employee service performance. We also investigated employee gratitude as an intervening mechanism through which supervisor support and beneficiary contact improve employee service performance. In addition, we found that employees’ perception of the external prestige of their organization is a powerful force linking the above factors with service performance. Our findings advance the understanding of employee service performance, thus providing significant implications for research and practice.
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TL;DR: A model is developed that proposes that workers attempt to cope with role demands by performing surface or deep acting and that the effect of this expenditure of resources on worker burnout depends on the more immediate rewards of the service encounter and the application of internal and external resources specific to the needs at hand.
Abstract: This study uses S. E. Hobfoll's (1989) conservation of resources theory as a means of examining why emotional labor may or may not result in burnout. A model is developed that proposes that workers attempt to cope with role demands by performing surface or deep acting and that the effect of this expenditure of resources on worker burnout depends on the more immediate rewards of the service encounter and the application of internal and external resources specific to the needs at hand. This model is tested and confirmed using cross-sectional survey responses from 236 working adults. Research and practical implications are discussed.
818 citations
TL;DR: This paper found that display authenticity had a direct effect on customer satisfaction, regardless of task performance (which was generally high) and busyness, but only influenced customer satisfaction when tasks were performed well.
723 citations
TL;DR: This article examined mood as a collective property of work groups and argued that work group members experience group moods when they can detect and display mood information through observable mood information, such as body language and body language cues.
Abstract: This research examines mood as a collective property of work groups We argue that work group members experience group moods when they can detect and display mood information through observable beh
613 citations
TL;DR: In this article, the effects of self-focused and other-focused emotion management on work stress, job satisfaction, and psychological distress were explored using data from a survey of workers in a large organization.
Abstract: Although early research suggested that the performance of emotional labor had deleterious effects on workers, recent empirical investigations have been equivocal. The performance of emotional labor appears to have diverse consequences for workers—both negative and positive. Variation in the consequences of emotional labor may be due to the different forms of emotion management involved. There is also evidence that the effects of emotional labor are specified by other work conditions. The effects of two forms of emotional labor on work stress, job satisfaction, and psychological distress—self-focused and other-focused emotion management—are explored using data from a survey of workers in a large organization. Results indicate that both forms of emotional labor have uniformly negative effects on workers, net of work complexity, control, and demands. Emotional labor increases perceptions of job stress, decreases satisfaction, and increases distress. Self-focused emotion management has the most pervasive and detrimental impacts. There is little evidence of interaction effects of work conditions and emotional labor.
607 citations
TL;DR: In this article, the authors distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees.
Abstract: The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability. The effects of various personality traits and situational variables on perceived emotional labor differed depending on the nature of the emotional labor. The findings are discussed in terms of implications of emotional labor for health and practices through which organizations might intervene to minimize its unhealthful consequences among employees. We also attempt to reconcile the findings with some of the related research in psychology suggesting that some forms of required efference may have salutary physiological consequences. Copyright © 2000 John Wiley & Sons, Ltd.
593 citations