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- W1587509681 abstract "Organizations across the United States and in many parts of the globe are increasingly focused on providing their customers with an excellent service experience by implementing organizational emotion display rules (Hochschild, 1983). These display rules dictate the requisite employee emotions for a particular encounter (Ekman, 1973). However, over the course of a work day display rules may call for expressions that contradict an employee’s genuine emotions, thus prompting a discrepancy between felt emotions and required emotions – emotional dissonance (Hochschild, 1983). Emotional labor involves employee efforts to reduce emotional dissonance in order to adhere to organizational display rules (Hochschild, 1983; Grandey, 2000). Hochschild (1983) identified two emotional labor strategies that may be used by employees – surface acting (managing observable expressions to obey display rules) and deep acting (corresponds to managing feelings in order to actually feel the emotion required by the display rules). This study examined emotional intelligence, affectivity and gender as potential antecedents of an employee’s choice of emotional labor strategy in order to meet organizational display rules. I also investigated the differential impact of the emotional" @default.
- W1587509681 created "2016-06-24" @default.
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- W1587509681 date "2007-01-01" @default.
- W1587509681 modified "2023-09-27" @default.
- W1587509681 title "Service with a smile: Antecedents and consequences of emotional labor strategies" @default.
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