IS EMOTIONAL LABOR MORE DIFFICULT FOR SOME THAN FOR OTHERS? A MULTILEVEL,EXPERIENCE‐SAMPLING STUDY

In response to 2 areas for development in the emotional labor literature—(a) the contemporaneous associations between emotional labor and affective reactions, and (b) whether emotional labor might be more personally costly for some employees than others—this study tested a conceptual model explaining the differential effects of deep and surface acting on job satisfaction and emotional exhaustion via their asymmetrical influences on mood, and whether extraverts fare better when engaging in emotional labor. As expected, surface acting was positively associated with negative mood, and this explained some of the association of surface acting with increased emotional exhaustion and decreased job satisfaction. Contrary to hypotheses, deep acting was unrelated to job satisfaction and was associated with lower positive affect. Extraversion moderated several emotional labor relationships such that, in general, surface and deep acting had more positive (or less negative) effects for extraverts (compared to introverts). Overall, the results support the importance of considering the roles of mood and disposition in the impact of emotional labor.     

Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships

The authors hypothesized that supervisors' perceived organizational support (POS) would moderate the relationships between leader-member exchange (LMX), job satisfaction, and job performance. On the basis of social exchange theory, supervisors' exchanges with the organization and subordinates should be interconnected. The authors expected that supervisors with high POS would have more resources to exchange with subordinates. Thus, supervisor POS should enhance the relationships between LMX and job satisfaction and LMX and job performance for subordinates. Hierarchical linear modeling analysis provided support for the hypotheses in a sample of 210 subordinates and 38 supervisors of a grocery store chain. The positive relationship between LMX and job satisfaction was stronger when supervisors had high POS. Moreover, LMX was related to performance only when supervisors had high POS.     

The interaction between leader–member exchange and perceived job security in predicting employee altruism and work performance

This study investigated the relationships among leader–member exchange (LMX), perceived job security, and employee performance. Drawing on the job demands–resources model and conservation of resources theory, we expected both LMX and perceived job security would affect employee altruism and work performance in a positive manner. In addition, LMX and perceived job security were expected to interact to predict the two outcome variables. The hypotheses were tested with a sample of 184 employees in a state‐owned enterprise in China. Our results showed that LMX, but not perceived job security, was positively related to employee altruism and work performance. Additionally, the effect of LMX on altruism was stronger for employees perceiving less job security. The findings indicated that LMX as a job resource becomes more impactful to altruistic performance when employees feel less secure at work.     

Intra- and interindividual relationships between elation-depression and desire for excitement

This study examined the relationship between elation-depression and desire for excitement on both intra- and interindividual levels. It was hypothesized that there would be a positive linear relationship between elation and desire for tranquillity These intraindividual hypotheses received strong support. This support would suggest that radical incongruities between activity demands and mood preparedness are often painful and would imply that in order for mood alteration to be successful it must take place gradually It was also hypothesized that characteristic level of elation-depression would be positively related to mean ratings of desire for excitement, positively related to score on a desire for excitement test, and negatively related to mean ratings of desire for tranquillity These interindividual hypotheses were not supported. Although it is probably most reasonable to accept the lack of correspondence between intra- and interindividual results, the operation of social comparison effects and social desirability bias may have obscured the predicted interindividual relationships     

The relationship between work status congruence and work-related attitudes and behaviors

Research investigating differences in attitudes among full-time and part-time employees has a long history. Unfortunately, the empirical results have been mixed and conflicting. To resolve inconsistencies in prior research, the authors conducted 2 studies. In the 1st study, the authors developed a measure of work status congruence, which measures the degree to which employers match employee preferences for full-time or part-time status, schedule, shift, and number of hours. The authors hypothesized that a match or congruence between worker preferences and organizational staffing practices would be associated with positive employee attitudes and behaviors. In the 2nd study, the authors tested these hypotheses. The results indicate that work status congruence is positively associated with job satisfaction, organizational commitment, employee retention, as well as in-role and extra-role performance.     

The effect of organizational identification on employee affective and performance responses

Organizational identification (OI), defined as the importance of the organization in the person's self-concept, was argued to influence employee affective responses (job satisfaction and alienation) and performance responses (task involvement, investment of effort, and performance effectiveness). More specifically, it was hypothesized that there is 1. a positive relationship abetween OI and satisfaction with five job dimensions-work, supervision, pay, promotion and co-workers; 2. a negative relationship between OI and alienation; and 3. a positive relationship between OI and three task-related variables-task involvement, investment of effort, and performance effectiveness. A survey study was conducted on 215 service deliverers to the elderly in a large midwest city. The results were mostly consistent with the hypotheses.The data for this study was collected under the auspices of theBenjamin Rose Institute, Cleveland, Ohio.     

Stirring the hearts of followers: charismatic leadership as the transferal of affect

In 2 studies, the authors found that leader charisma was positively associated with followers' positive affect and negatively associated with followers' negative affect. The authors hypothesized that leaders' positive affect, positive expression, and aroused behavior will mediate these relationships. The results of their lab study suggest that leaders' positive expression and aroused behavior mediated these relationships. A field study showed that firefighters under the command of a charismatic officer were happier than those under the command of a non-charismatic officer and that these relationships were mediated by the leader's positive affect and a tendency to express positivity.     

A Compositional Analysis of the Organizational Climate-Performance Relation: Public Schools as Organizations

The present study examined specific aspects of organizational climate related to job satisfaction, employee turnover, and organizational performance in public elementary schools. Survey data were obtained from school staff and students and from school district archives. Hypotheses tested included: (1) Employee perceptions of organizational climate and job satisfaction, when aggregated to an organizational level, would represent group-level constructs; (2) Employee perceptions of positive organizational climate would be associated with higher levels of job satisfaction and organizational performance and with lower levels of employee turnover; (3) Relations of organizational climate to organizational performance and to employee turnover would be mediated by employee job satisfaction; and (4) Employee perceptions of positive organizational climate and job satisfaction would be associated with less achievement disparity between minority and non-minority students. Study results supported all but one hypothesis. There was no evidence for the mediating effects of job satisfaction on relations of organizational climate to organizational performance and to employee turnover. Results were consistent with the broader organizational literature, which has shown the importance of orderly work environments, collegial relations, and supportive leaders for effectively functioning groups and organizations.     

Cookies,Disposition, and Job Attitudes: The Effects of Positive Mood-Inducing Events and Negative Affectivity on Job Satisfaction in a Field Experiment

Reasoning from findings in a variety of literatures, three hypotheses were advanced: (1) negative affectivity (NA), a disposition to experience aversive emotional states, is associated negatively with job satisfaction; (2) positive mood-inducing events at the time of questionnaire administration increases job satisfaction; and (3) NA and positive mood-inducing events interact such that the effects on job satisfaction of positive events are weaker among high NA individuals than it is among low NAs. Support was obtained for all three hypotheses among a sample of 57 hospital workers randomly assigned to attend on-site questionnaire administration sessions at which small gifts (e.g., cookies) were or were not distributed. Implications of the findings are discussed in terms of the need to broaden further theoretical perspectives on job satisfaction. More generally, they also are discussed in reference to the study of the effects of NA and mood on judgments.     

An experience-sampling measure of job satisfaction and its relationships with affectivity,mood at work,job beliefs,and general job satisfaction

In this article, we proposed an experience-sampling method of measuring job satisfaction, assessed the contributions of average levels of mood at work and job beliefs to the prediction of job satisfaction, and examined the role of mood in mediating the relationship between affectivity and job satisfaction. The study involved a three-phase multisource longitudinal design that included experience-sampling surveys in the second phase of the study. Results suggested that average levels of experience-sampled job satisfaction indicate the general attitudinal construct of job satisfaction. As expected, pleasant mood at work and beliefs about the job made independent contributions to the prediction of job satisfaction (as measured with an overall evaluation and with an experience-sampling measure). In support of our mediation hypotheses, pleasant mood mediated the affectivity?–?job satisfaction relationship and the mediating effect was much stronger when job satisfaction was assessed with the experience-sampling method.     

The effects of transformational leadership behaviours on follower outcomes: An identity-based analysis

The aim of this study was to explore two of the mechanisms by which transformational leaders have a positive influence on followers. It examined the mediating role of follower's leader and group identification on the associations among different transformational leader behaviours and follower job satisfaction and supervisor-rated job performance. One hundred and seventy-nine healthcare employees and 44 supervisors participated in the study. The results from multilevel structural equation modelling provided results that partially supported the predicted model. Identification with the leader significantly mediated the positive associations between supportive leadership, intellectual stimulation, personal recognition, in the prediction of job satisfaction and job performance. Leader identification also mediated the relationship between supportive leadership, intellectual stimulation, personal recognition, and group identification. However, group identification did not mediate the associations between vision leadership and inspirational communication, in the prediction of job satisfaction and job performance. The results highlight the role of individualized forms of leadership and leader identification in enhancing follower outcomes.     

Weekly work engagement and performance: A study among starting teachers

This study among 54 Dutch teachers tested a model of weekly work engagement. On the basis of theories about the motivational potential of job resources, we predicted that teachers' weekly job resources are positively related to their week‐levels of work engagement, and that week‐level work engagement is predictive of week‐level performance. In addition, we hypothesized that momentary work engagement has a positive, lagged effect on next week's job resources. Teachers were asked to fill in a weekly questionnaire every Friday during 5 consecutive weeks. Results of multi‐level analyses largely confirmed our hypotheses, by showing that week‐levels of autonomy, exchange with the supervisor, and opportunities for development (but not social support) were positively related to weekly engagement, which, in turn, was positively related to weekly job performance. Moreover, momentary work engagement was positively related to job resources in the subsequent week. These findings show how intra‐individual variability in employees' experiences at work can explain weekly job performance.     

Psychological mobility and career success in the ‘New’ career climate

We examined the influence of two types of psychological mobility, i.e. boundaryless mindset and organizational mobility preference, on career success. We hypothesized that this relationship would be partially mediated by physical mobility. In addition, we expected the direction of the influence to depend on the type of psychological mobility. We tested our hypotheses using data of 357 business alumni. Results showed that a boundaryless mindset related positively to wage and promotions, while organizational mobility preference led to less promotions, lower job satisfaction and lower career satisfaction. The relationship between boundaryless mindset and career success was partially mediated by functional mobility whereas organizational mobility preference impacted career success via organizational mobility. Implications and limitations of the study are discussed.     

Individual Differences in Emotion Regulation,Emotional Experiences at Work,and Work‐related Outcomes: A Two‐Study Investigation

The relationships among individual differences in emotion regulation (i.e., habitual tendencies to use reappraisal vs. suppression), employee emotions at work, and job performance and satisfaction were examined with 2 samples. Results indicated that reappraisal was positively associated with positive emotions and negatively associated with negative emotions. However, different from prior research, no emotional correlates were found for suppression. Further, it was found that job satisfaction was positively associated with positive emotions and negatively associated with negative emotions. Self‐rating of job performance was positively related to positive emotions, but was not significantly related to negative emotions.     

The impact of role stress on workers' behaviour through job satisfaction and organizational commitment

Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction.     

Accountability for others,perceived resources,and well being: Convergent restricted non‐linear results in two samples

This two‐sample investigation examined the influence of perceived resources on the form and magnitude of the relationships between accountability for others (AFO) and job tension and job satisfaction. Employing resource theory, we hypothesized that the non‐linear relationship between AFO and job tension would surface only for individuals high in perceived resources, whereas the association between these constructs would be positive and linear for individuals low in perceived resources. A similar relationship was hypothesized for AFO and job satisfaction in which the non‐linear effect would arise for individuals high in perceived resources, and negative linear effects would emerge for those low in perceived resources. Data from two samples (N= 201; N= 182) provided support and replication for the hypotheses. Implications of the results and directions for future research are discussed.     

Trait emotional intelligence and leadership self-efficacy: their relationship with collective efficacy

In this article, a leadership model is presented, with which to investigate the relationship of trait emotional intelligence (trait EI), leadership self-efficacy and leader's task self-efficacy with collective task efficacy and group performance. The sample was made up of 217 undergraduate students, randomly assigned to work teams of 1 leader and 2 followers that were requested to perform a production task. An adapted version of the Schutte Self-Report Inventory (SSRI; Schutte et al., 1998) was used to measure trait EI. Structural equation modeling was used to test the hypothesized relationships. Results indicated that task self-efficacy was a mediator between leadership self-efficacy and collective task efficacy; the latter, in turn, was the best predictor of group performance. No significant relationship was found between trait EI and collective task efficacy although, unexpectedly, trait EI was positively associated with leadership self-efficacy. Implications of the results are discussed.     

What Is Too Much or Too Little? The Curvilinear Effects of Job Tension on Turnover Intent,Value Attainment,and Job Satisfaction

This study addressed 2 relatively unexplored issues in the current job stress literature. First, a significant body of research has substantiated a curvilinear relationship between job tension and performance without examining the potential impact of work stress on other important outcomes. Second, past research has failed to control for the influence of role stressors and other important variables that might alter the job-tension/work-outcomes relationship. We hypothesized that experienced job tension would predict turnover intent, value attainment, and job satisfaction, and that this relationship would be nonlinear. Data gathered from 270 hotel managers confirmed our hypotheses. Notably, tension predicted turnover intent (U shape), value attainment (inverted-U shape), and job satisfaction (inverted-U shape) in the expected manner, while explaining additional variance beyond that contributed by demographic factors, role stressors, and linear tension terms. Implications of these findings for theory and practice, as well as avenues for future research are provided.     

支持型领导行为在工作压力模型中的作用机制研究

本研究调查了 1 3个企业共 2 1 8位员工 ,探讨了支持型领导行为在角色冲突、人际冲突、缺乏成就与发展 (压力源 )和工作满意感、工作焦虑 (压力反应 )之间的作用机制。研究发现 :(1 )支持型领导行为对工作满意感和工作焦虑有主效应 ,但是由于逆向缓冲的存在 ,支持型领导行为的主效应并不总是对的 ,我们必须在更大的范围中考虑领导行为的效应 ;(2 )缓冲效应的六个假设只有一个被证明 ,但是方向相反 ,即支持型领导行为加剧了由人际冲突造成的工作不满意感 ;(3)两个中介模型的部分关系被证明 ,但是我们很难确定是支持型领导行为的弱化效应还是评价作用。为了更好地说明因果关系 ,在将来的研究中纵向研究设计被认为更为恰当。     

Does home life interfere with or facilitate job performance?

The study examines whether home life influences inrole and extrarole job performance in positive or negative ways. We hypothesized that home resources would have a direct positive effect on job performance, and an indirect relationship through home–work facilitation (HWF). Home demands were predicted to negatively affect job performance through home–work interference (HWI). These hypotheses were tested on a sample of 190 male employees. In addition to employees' self-reports, wives rated their own home demands and resources (these were used as controls), and co-workers rated the men's HWI, HWF, and job performance. Results partially supported the hypotheses. Men's home demands and resources were related to self-rated HWI and HWF respectively, whereas co-worker ratings of HWI and HWF were associated with inrole and extrarole performance respectively. Men's home resources also had a direct relationship with inrole and extrarole performance. There was no convincing evidence that HWI and HWF acted as mediators in these relationships. Taken together, the positive influence of home life on job performance was stronger than the negative one.