Antecedents and consequences of emotional display rule perceptions.

Central to all theories of emotional labor is the idea that individuals follow emotional display rules that specify the appropriate expression of emotions on the job. This investigation examined antecedents and consequences of emotional display rule perceptions. Full-time working adults (N = 152) from a variety of occupations provided self-report data, and supervisors and coworkers completed measures pertaining to the focal employees. Results using structural equation modeling revealed that job-based interpersonal requirements, supervisor display rule perceptions, and employee extraversion and neuroticism were predictive of employee display rule perceptions. Employee display rule perceptions, in turn, were related to self-reported job satisfaction and coworker ratings of employees' emotional displays on the job. Finally, neuroticism had direct negative relationships with job satisfaction and coworker ratings of employees' emotional displays. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Verbal abuse from outsiders versus insiders: Comparing frequency, impact on emotional exhaustion, and the role of emotional labor.

Research on aggression from organizational outsiders (customers, clients or patients) has ignored insider-instigated aggression, and has been limited to employees in emotional labor jobs (e.g., social work and customer services). The authors argue that customer-employee interactions have distinct characteristics from organizational insider interactions, and provide two studies to compare the frequency and strain of verbal abuse from customers, supervisors and coworkers. Furthermore, they assess whether customer verbal abuse is only a critical issue for employees in jobs requiring emotional labor, measured with both O*NET job codes and self-reported display rules. With a national random sample of U.S. employees (n = 2446) and a convenience sample of U.S. employees who have customer contact (n = 121), the authors find that verbal abuse from outsiders (1) occurs more frequently than insider verbal abuse, particularly for those with higher emotional labor requirements, and (2) predicts emotional exhaustion over and above insider verbal abuse, regardless of emotional labor requirements. The authors conclude that better integration of customer aggression and insider aggression research is needed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Transformational leadership and employee safety performance: A within-person, between-jobs design.

We investigated the extent to which the safety performance (i.e., self-reported safety compliance and safety participation) of employees with 2 jobs was predicted by their respective supervisors' transformational leadership behaviors. We compared 2 within-person models: a context-specific model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance only in that context) and a context-spillover model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance in the same and other contexts). Our sample comprised 159 “moonlighters” (73 men, 86 women): employees who simultaneously hold 2 different jobs, each with a different supervisor, providing within-person data on the influence of different supervisors on employee safety performance across 2 job contexts. Having controlled for individual differences (negative affectivity and conscientiousness) and work characteristics (e.g., hours worked and length of relationship with supervisor), the context-specific model provided the best fit to the data among alternative nested models. Implications for the role of transformational leadership in promoting workplace safety are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contextualizing emotional exhaustion and positive emotional display: The signaling effects of supervisors’ emotional exhaustion and service climate.

In this study, we investigated how supervisors’ emotional exhaustion and service climate jointly influence the relationship between subordinates’ emotional exhaustion and their display of positive emotions at work. Using data from frontline sales employees and their immediate supervisors in a fashion retailer, we hypothesized and found that under the condition of a less positive service climate, subordinates’ emotional exhaustion was more negatively related to their positive emotional display when supervisors’ emotional exhaustion was higher rather than lower; this interaction effect of subordinates’ and supervisors’ emotional exhaustion was not significant in a more positive service climate. These results suggest that service climate and supervisors’ emotional exhaustion provide emotionally exhausted employees with important information cues about the possible availability of compensatory resources they need to uphold their efforts to display service-focused emotions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Store manager performance and satisfaction: Effects on store employee performance and satisfaction, store customer satisfaction, and store customer spending growth.

Based on emotional contagion theory and the value–profit chain literatures, the present study posits a number of hypotheses that show how managers in the small store, small number of employees retail context may affect store employees, customers, and potentially store performance. With data from 306 store managers, 1,615 store customer-contact employees, and 57,656 customers of a single retail chain, the authors examined relationships among store manager job satisfaction and job performance, store customer-contact employee job satisfaction and job performance, customer satisfaction with the retailer, and a customer-spending-based store performance metric (customer spending growth over a 2-year period). Via path analysis, several hypothesized direct and interaction relations among these constructs are supported. The results suggest implications for academic researchers and retail managers. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Job mobility, its determinants, and its effects: Longitudinal data from the Maastricht cohort study.

This prospective study of 12,140 employees examined the effects of work characteristics and situational, psychological, and health aspects on job mobility. Before job change, the mobility group reported significantly more conflicts with the supervisor, higher physical and emotional strain, higher degree of job insecurity, lower job satisfaction, and lower degree of commitment compared with employees who did not change jobs. After job change, the mobility group reported improved autonomy, task diversity, decreased occurrence of conflicts with the supervisor, decreased physical and emotional strain, and improved training possibilities and job security than before the change. Changing jobs had a positive effect on employees with respect to job perception and job satisfaction and led to reduced fatigue and need for recovery. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Let's talk: Patterns and correlates of social support among temporary employees.

The authors explored how temporary employees exchanged communications with supervisor, peers, and family and friends regarding positively job-related, negatively job-related, and non-job-related contents. The authors also examined roles of communication in coping with insecure job experiences. Survey results from 112 temporary employees working in various organizations provided evidence that communication contents were differentially related to work anxiety and life satisfaction for temporary employees. It was found that work anxiety increased when employees engaged in communication pertaining to negative job-related contents. Furthermore, the positive relationship between life satisfaction and positive communication with coworkers was observed only for the temporary employees who also had a permanent job. Implications for staffing temporary employees and suggestions for studying communication effects are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Written Emotional Expression as a Coping Method in Child Protective Services Officers.

This study evaluated a writing intervention (journaling) to reduce stress reactions in child protective services workers. The intervention group participants were asked to write about their stress reactions or emotions in a private journal for 15-20 min each day for 3 consecutive days. The control group members were not asked to carry out any intervention activities. Participants in the intervention group completed a distress measure before and after the period of journaling. For the intervention group, distress levels significantly decreased and job satisfaction significantly increased after the intervention compared with the control group. The findings suggest that providing employees with opportunities to express their emotions in writing may be helpful in reducing distress and increasing job satisfaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance.

This research focuses on the impact of leadership empowerment behavior (LEB) on customer service satisfaction and sales performance, as mediated by salespeople's self-efficacy and adaptability. Moreover, the authors propose an interactive relationship whereby LEB will be differentially effective as a function of employees' empowerment readiness. The authors' hypotheses are tested using survey data from a sample of 231 salespeople in the pharmaceutical field, along with external ratings of satisfaction from 864 customers and archival sales performance information. Results indicated that contrary to popular belief, employees with low levels of product/industry knowledge and low experience benefit the most from leadership behaviors that are empowering, whereas high-knowledge and experienced employees reap no clear benefit. The authors conclude with directions for future research and application. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Stressors and adverse outcomes for female construction workers.

The authors examined the impact of a number of job stressors, including sexual harassment and gender-based discrimination, on female construction workers' level of job satisfaction and psychological and physical health. Results from a telephone survey with 211 female laborers indicated that having responsibility for others' safety and having support from supervisors and male coworkers was related to greater job satisfaction. Increased reported psychological symptoms were also related to increased responsibility, as well as skill underutilization, experiencing sexual harassment and gender-based discrimination from supervisors and coworkers, and having to overcompensate at work. Perceptions of overcompensation at work and job certainty were positively associated with self-reports of insomnia. Finally, sexual harassment and gender discrimination were positively related to reports of increased nausea and headaches. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The curvilinear relation between experienced creative time pressure and creativity: Moderating effects of openness to experience and support for creativity.

This study examined the possibility of a curvilinear relation between the creative time pressure employees experience at work and their creativity. The authors also examined whether this curvilinear relation was moderated by employees' scores on the openness to experience personality dimension and by the support for creativity employees received from supervisors and coworkers. Data were obtained from 170 employees and 10 supervisors of a manufacturing organization. Results showed an inverted U-shaped creative time pressure-creativity relation for employees who scored high on openness to experience while simultaneously receiving support for creativity. The authors discussed the implications of these results for future research and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of positive and negative emotions in life satisfaction judgment across nations.

This study examined how the frequency of positive and negative emotions is related to life satisfaction across nations. Participants were 8,557 people from 46 countries who reported on their life satisfaction and frequency of positive and negative emotions. Multilevel analyses showed that across nations, the experience of positive emotions was more strongly related to life satisfaction than the absence of negative emotions. Yet, the cultural dimensions of individualism and survival/self-expression moderated these relationships. Negative emotional experiences were more negatively related to life satisfaction in individualistic than in collectivistic nations, and positive emotional experiences had a larger positive relationship with life satisfaction in nations that stress self-expression than in nations that value survival. These findings show how emotional aspects of the good life vary with national culture and how this depends on the values that characterize one's society. Although to some degree, positive and negative emotions might be universally viewed as desirable and undesirable, respectively, there appear to be clear cultural differences in how relevant such emotional experiences are to quality of life. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leader group prototypicality and job satisfaction: The moderating role of job stress and team identification.

The authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Angry, guilty, and conflicted: Injustice toward coworkers heightens emotional labor through cognitive and emotional mechanisms.

This study drew on fairness theory and affective events theory to explain why individuals' emotional labor is impacted by injustice extended toward coworkers by their customers. Pairs of participants worked side by side as customer-service representatives for a simulated organization. They interacted with fair/unfair customers as well as observed face-to-face service encounters between their coworker and fair/unfair customers. Results indicated that participants' emotional labor increased both as a result of unfairness directed toward themselves as well as toward their coworkers. These effects were mediated by both discrete emotions and fairness-related counterfactual thinking and were significant even when the participants themselves had been treated fairly. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Affect and Job Satisfaction: A Study of Their Relationship at Work and at Home.

The authors investigated 2 broad issues: (a) across- and within-individual relationships between mood and job satisfaction and (b) spillover in moods experienced at work and at home. Using an experience-sampling methodology, they collected multisource data from a sample of 74 working individuals. Multilevel results revealed that job satisfaction affected positive mood after work and that the spillover of job satisfaction onto positive and negative mood was stronger for employees high in trait-positive and trait-negative affectivity, respectively. Results also revealed that the effect of mood at work on job satisfaction weakened as the time interval between the measurements increased. Finally, positive (negative) moods at work affected positive (negative) moods experienced later at home. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Autonomic feedback in stressful environments: How do individual differences in autonomic feedback relate to burnout, job performance, and job attitudes in salespeople?

Individual differences in autonomic feedback—the dispositional tendency to experience signs and symptoms of autonomic nervous system activity in response to positive and negative emotionally evocative stimuli—were hypothesized to relate to affective and behavioral job outcomes in occupations characterized by job stress because higher autonomic feedback would intensify reactions to emotional evocation. In a cross-sectional study of Dutch salespeople, individual differences in autonomic feedback were independent of role stress and yet were strongly and positively related to burnout and negatively related to extra-role performance and job satisfaction; they were also nonsignificantly and negatively related to in-role job performance. Further, when job stress was higher–high role stress or low managerial support–individual differences in autonomic feedback were more strongly related to burnout, especially emotional exhaustion. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Work and nonwork outcomes of workplace incivility: Does family support help?

This study extended incivility research beyond the confines of the workplace by exploring the relationships between incivility, work-to-family conflict and family support. Data collected from 180 employees from various organizations in Singapore showed that incivility is not a rare phenomenon in Asian cultures. Employees experienced more incivility from superiors than coworkers or subordinates, and these experiences were related to different outcomes. Coworker-initiated incivility was associated with decreased coworker satisfaction, increased perceptions of unfair treatment, and increased depression. On the other hand, superior-initiated incivility was associated with decreased supervisor satisfaction and increased work-to-family conflict. Results also revealed that employees with high family support showed stronger relationships between workplace incivility and negative outcomes, compared with employees with low family support. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Life on the line: Job demands, perceived co-worker support for safety, and hazardous work events.

The present study of 334 United Kingdom trackside workers tested an interaction hypothesis. We hypothesized, drawing on the job demands-resources framework, that perceived support for safety (from senior managers, supervisors, and coworkers) as job resources would weaken the relationship between higher job demands and more frequent hazardous work events. Consistent with social impact theory, we predicted that perceived coworker support for safety would be particularly influential when trackside workers faced higher job demands. Moderated multiple regression showed that, of all three sources of perceived support for safety, perceived coworker support for safety was most important for keeping employees safe in the face of high job demands. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Gender and ethnic differences in social constraints among a sample of New York City police officers.

Examined gender and ethnic differences in social constraints both on and off the job among 372 police officers from the New York City Housing Authority. Positive and negative social interactions with supervisors and coworkers, and perceptions of the work environment as well as support and resentment of the job from family and significant others, were included. 73% of the sample were White, 11% were Black or African American, 11% were Hispanic, and 1% were Asian American; women comprised 22% of the sample. Women and minority men reported more negative social interactions on the job, such as criticism, bias, and sexual harassment. Few differences were observed for positive social interactions on or off the job, and where differences emerged, women and minority men reported more favorable social interactions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relation between leadership style and empowerment on job satisfaction of nurses

OBJECTIVE: The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. BACKGROUND: Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers. METHODS: All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire. RESULTS: Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. CONCLUSION: Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.