Abstract This article conceptualizes the emotional labor construct in terms of four dimensions: frequency of appropriate emotional display, attentiveness to required display rules, variety of emotions to be displayed, and emotional dissonance generated by having to express organizationally desired emotions not genuinely felt. Through this framework, the article then presents a series of propositions about the organizational-, job-, and individual-level characteristics that are antecedents of each of these four dimensions. Frequency of emotional display, attentiveness to display rules, variety of emotions to be displayed, and emotional dissonance are hypothesized to lead to greater emotional exhaustion, but only emotional dissonance is hypothesized to lead to lower job satisfaction. Implications for future theory development and empirical research on emotional labor are discussed as well. Show
Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Abstract Job satisfaction is often described as an affective response to one's job, but is usually measured largely as a cognitive evaluation of job features. This paper explores several hypothesized relationships between real time affect while working and standard measures of job satisfaction. Experience sampling methodology was used to obtain up to 50 reports of immediate mood and emotions from 121 employed persons over a two week period. As expected, real time affect is related to overall satisfaction but is not identical to satisfaction. Moment to moment affect is more strongly related to a faces measure of satisfaction than to more verbal measures of satisfaction. Positive and negative emotions both make unique contributions to predicting overall satisfaction, and affect accounts for variance in overall satisfaction above and beyond facet satisfactions. Frequency of net positive emotion is a stronger predictor of overall satisfaction than is intensity of positive emotion. It is concluded that affect while working is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right. Implications for further research and for improving the conceptualization and measurement of job satisfaction are discussed. Journal Information Journal of Organizational Behavior aims to report and review the growing research in the industrial/organizational psychology and organizational behavior fields throughout the world. The journal is focused on research and theory in all the topics associated with occupational/organizational behavior. These include motivation, work performance, equal opportunities at work, job design, career processes, occupational stress, quality of work life, job satisfaction, personnel selection, training, organizational change, research methodology in occupational/organizational behavior, employment, job analysis, behavioral aspects of industrial relations, managerial behavior, organizational structure and climate, leadership and power. Journal of Organizational Behavior is currently published 8 times a year. 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Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities. Rights & Usage This item is part of a JSTOR Collection. Which of the following is the best description of emotional labor?Emotional labor is displaying emotions because your job requires you to do so; emotional dissonance is the tension between your displayed and felt emotions.
Which of the following is an example of a positive emotion?Fredrickson identified the following as the ten most common positive emotions: Joy, Gratitude, Serenity, Interest, Hope, Pride, Amusement, Inspiration, Awe, Love.
Which of the following describes a person's ability to perceive emotions in the self and others as well as regulate one's emotions accordingly?Emotional intelligence is a person's ability to basically perceive emotions in the self and others. Also to understand the meaning of these emotions and to regulate one's emotions accordingly in a Cascading model.
Which of the following best describes the difference between felt emotions and displayed emotions?Which of the following best describes the difference between felt emotions and displayed emotions? Felt emotions are the employee's real emotions; displayed emotions are the emotions an employee actually shows.
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Moods can typically be categorized along which of the following general dimensions?
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