Following Display Rules in Good or Bad Faith?: Customer Orientation as a Moderator of the Display Rule-Emotional Labor Relationship

Organizational display rules (e.g., “service with a smile”) have had mixed relationships with employee emotional labor—either in the form of “bad faith” surface acting (suppressing or faking expressions) or “good faith” deep acting (modifying inner feelings). We draw on the motivational perspective of emotional labor to argue that individual differences in customer orientation will directly and indirectly relate to these acting strategies in response to display rules.With a survey of more than 500 working adults in customer contact positions, and controlling for affective disposition, we find that customer orientation directly increases “good faith” acting while it moderates the relationship of display rules with “bad faith” acting

On the Front Lines: Stakeholder Threat Cues Determine How Identified Employees Cope with Scandal.

When organizational identity is threatened as a result of scandal, highly identified members who represent the threatened organization to stakeholders have a particularly challenging and overlooked experience. Addressing a theoretical paradox, we propose that organizational identification interacts with the threat cues from stakeholders to determine employee responses. We conducted a multimethod, in vivo test of these ideas with university fundraising employees after events threatened the university’s moral identity. Interview and archival data demonstrated that stakeholders expressed identity threat to fundraisers, who experienced their own identity-related distress and engaged in both group-dissociative and group-affirming responses. Surveys of professional and student university fundraisers demonstrated that more identified employees were more distressed (e,g., felt anxious, grief, betrayed) regardless of stakeholder threat cues. Yet, when employees perceived weak threat cues from stakeholders, more identified members were less likely to dissociate from the group and more likely to affirm the group’s positive identity with stakeholders. These benefits of identification were not present when the stakeholder threat cues were strong. We discuss future research and practical implications of front-line employee identification and stakeholder cues during scandal

JOM757019_Supplemental_material_CLN – Supplemental material for Fake It to Make It? Emotional Labor Reduces the Racial Disparity in Service Performance Judgments

<p>Supplemental material, JOM757019_Supplemental_material_CLN for Fake It to Make It? Emotional Labor Reduces the Racial Disparity in Service Performance Judgments by Alicia A. Grandey, Lawrence Houston III and Derek R. Avery in Journal of Management</p

Emotional display rules as work unit norms: A multilevel analysis of emotional labor among nurses

Emotional labor theory has conceptualized emotional display rules as shared norms governing the expression of emotions at work. Using a sample of registered nurses working in different units of a hospital system, we provided the first empirical evidence that display rules can be represented as shared, unit-level beliefs. Additionally, controlling for the influence of dispositional affectivity, individual-level display rule perceptions, and emotion regulation, we found that unit-level display rules are associated with individual-level job satisfaction. We also showed that unit-level display rules relate to burnout indirectly through individual-level display rule perceptions and emotion regulation strategies. Finally, unit-level display rules also interacted with individual-level dispositional affectivity to predict employee use of emotion regulation strategies. We discuss how future research on emotional labor and display rules, particularly in the health care setting, can build on these findings

Individual- and Organization-Level Work-to-Family Spillover Are Uniquely Associated with Hotel Managers' Work Exhaustion and Satisfaction

Purpose: Building on the Conservation of Resources theory, this paper examined the unique and interactive associations of negative and positive work-to-family spillover (NWFS and PWFS, respectively) at the individual and organizational level with hotel managers' work exhaustion and satisfaction, beyond job demands and supervisors' leadership style. Design/Methodology/Approach: Guided by the levels of analysis framework, we first tested the unique associations of NWFS and PWFS with emotional exhaustion and job satisfaction at the individual level (571 hotel managers), beyond job demands supervisors' leadership style. Second, using multilevel modeling, we tested the climate effects of NWFS and PWFS on emotional exhaustion and job satisfaction aggregated at the organizational level (41 hotels). Third, we examined the role of the organizational climate of PWFS in the associations of individual-level NWFS with emotional exhaustion and job satisfaction. Findings: Beyond the effects of psychological job demands and supervisor's transformational leadership, at the individual level, hotel managers who experienced higher NWFS than other managers reported more exhaustion and lower job satisfaction, whereas those with higher PWFS reported less exhaustion and higher satisfaction. At the organizational level, working in hotels where the average level of NWFS was higher than other hotels was associated with feeling more exhaustion of the individual members; working in hotels with higher PWFS was associated with feeling less exhaustion. The negative link between individual-level NWFS and job satisfaction was buffered when organization-level PWFS was higher, compared to when it was lower. Originality/Value: This study moves beyond a focus on traditional job characteristics, toward considering individual and organizational experiences in the work-family interface as unique predictors of work exhaustion and satisfaction. Strengths of the study include illuminating organizational work-family climate effects such that coworkers' shared experiences of NWFS and PWFS explain individual members' work exhaustion, beyond their own experiences of spillover. The results also highlight that a high level of organizational PWFS can buffer the negative effects of individual NWFS.Peer Reviewe