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1.
To access organizational resources, subordinates often strive to influence supervisors' impressions. Moreover, subordinates' interactions with supervisors are known to be ripe with emotions. Nevertheless, research on upward impression management has rarely examined how subordinates' emotion regulation in supervisor interactions may shape their tangible outcomes. The present study introduces subordinates' emotional labor toward supervisors as a novel means of upward influence. Building on the emotions-as-social-information model, we propose that supervisor-directed emotional labor indirectly relates with supervisory reward recommendations by shaping supervisors' liking and perceived competence of subordinates. Moreover, we cast supervisors' epistemic motivation as a boundary condition for these indirect relations. We tested these notions using time-lagged data from 377 subordinates and 91 supervisors. When supervisors' epistemic motivation was higher (but not lower), (1) supervisor-directed surface acting related negatively with supervisors' liking and perceived competence of subordinates and (2) supervisor-directed deep acting related positively with supervisors' liking of subordinates. Liking and perceived competence, in turn, related positively with supervisors' willingness to recommend subordinates for organizational rewards. These findings highlight supervisor-directed emotional labor as an upward impression management strategy with both beneficial (deep acting) and detrimental (surface acting) implications, and they illustrate important mechanisms and a key contingency factor for these consequences. 相似文献
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There is increasing research regarding the influence of emotions on teamwork. In this study, we use a multilevel approach to examine how team members' use of emotion‐related skills affects team task performance and communication performance within the team. We measured individual self‐reported emotional skills prior to team formation and then collected peer‐rated individual communication performance and independently rated team task performance eight weeks later. Although there was no influence at the individual level between emotional skills and performance, team‐level emotional skills positively predicted team task performance scores. At the cross level, team‐level emotional skills predicted individual‐level communication performance. These findings emphasize the importance of distinct team emotional skills in shaping both team performance and individual team member performance. Copyright © 2011 John Wiley & Sons, Ltd. 相似文献
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Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta‐analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well‐being, and deep acting is positively related with job satisfaction, organizational commitment, job performance, and customer satisfaction. Emerging research also suggests that a third form of emotional labor, natural and genuine emotional labor, is a frequently used emotional labor strategy that has positive effects for both employees and customers. We examine how identity processes shape how employees experience emotional labor, and we maintain that when employees identify with their roles, emotional labor augments and affirms their identity. Person‐job fit is an important moderator that influences whether emotional labor enhances or hinders employee well‐being. Emotional labor may also have positive outcomes when organizations grant more autonomy and adopt positive display rules that call for the expression of positive emotions. Recent research also indicates that emotional labor strategies may improve leadership effectiveness. Research opportunities on the bright side of emotional labor are abundant. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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Despoina Xanthopoulou Arnold B. Bakker Wido G.M. Oerlemans Maria Koszucka 《组织行为杂志》2018,39(4):481-494
This diary study examines the psychological processes that contribute to daily recovery from emotional labor by combining emotion regulation with work‐home resources theories. We hypothesized that overall perceptions of display rules relate positively to daily deep and surface acting. Daily surface acting was expected to relate positively to exhaustion and negatively to flow during work and consequently, to a higher need for recovery at the end of the workday. In contrast, daily deep acting was hypothesized to relate positively to flow and negatively to exhaustion and consequently, to a lower need for recovery at the end of the workday. In turn, need for recovery was expected to associate negatively to vigor at bedtime through reduced relaxation during leisure. Fifty Dutch and Polish employees first filled in a survey, and then a diary for five consecutive workdays, twice per day: at the end of the workday and before sleep. Multilevel path analyses largely supported these hypotheses suggesting that surface acting has unfavorable implications, whereas deep acting has favorable implications for daily well‐being at work and recovery after work. 相似文献
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Ronald H. Humphrey 《组织行为杂志》2012,33(5):740-744
Leaders use emotional labor to regulate their own emotions and to manage the moods, job attitudes, and performance of their followers. Researchers need to examine how emotional labor is related to (i) leadership styles, (ii) leader and subordinate stress and well‐being, (iii) leader authenticity and character, and (iv) leader effectiveness. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
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为探索煤矿高层管理者工作压力与安全绩效的关系,提出工作压力直接影响安全绩效的假设关系,以及以情绪劳动和工作投入为中介变量的假设关系。采用煤矿高层管理者工作压力量表、情绪劳动量表、工作投入量表和安全绩效量表调查331名煤矿高层管理者,并使用SPSS 25.0、AMOS 23.0软件进行分析检验。研究结果表明:煤矿高层管理者工作压力对安全绩效有显著负向影响,不同的工作压力源维度对安全绩效影响大小和显著性有差异;情绪劳动与工作投入在工作压力与安全绩效之间具有显著的中介作用及链式中介作用。 相似文献
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为提高灾害应对效率,将“河北暴雨”“黑龙江暴雨”作为典型跨区域研究案例,收集短视频的文本-图像-音频多模态数据;面对海量的非结构化数据,运用深度学习技术,构建多模态情感智能分类模型,实现短视频情感特征的提取、跨模态融合与智能情感分类;并综合利用时空大数据,在时空维度上深度挖掘与分析暴雨灾害短视频多模态情感特征。结果表明：该模型准确率达85%以上,能有效实现短视频多模态情感智能分类任务。在时间维度上,网民情感波动与暴雨灾害周期大致相符,可作为判断灾情严重程度和舆情走向的依据;媒体及政府的干预对暴雨灾害情感演化具有重要作用。在空间维度上,消极情感随灾情转移呈现“低—高—低”变化趋势,且消极情感的共鸣和扩散效应呈现明显的地域性特征,需重视灾区、我国部分东部地区及类似灾害频发的非灾区舆情引导工作。 相似文献
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Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta-analyzed 118 studies (N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of measurement. Specifically, cross-sectional and single-source studies produced higher effect sizes than time-lagged and different-source studies. In contrast, the moderating roles of conceptualization–operationalization alignment and referent of trust measures were not supported. Post hoc analyses revealed that affective trust is more strongly related to global, versus specific team outcomes, and that mixed-referent items are particularly effective within intact teams, whereas the trust–performance relationship is constrained when direct consensus items are used within ad hoc teams. Furthermore, we provided a critical review that highlights the importance of composites, multilevel forces, and item content and wording. Finally, we clarified key gaps in the literature, calling for research where needed. This review serves as a bridge between conceptualization and measurement and lays the groundwork for advancing knowledge of team trust. 相似文献
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The impact of diverse composition in teams is neither straightforward nor direct, and evidence suggests that diversity can be either conducive or detrimental to team innovation. Professionally diverse healthcare teams are increasingly used to develop innovative clinical approaches and solve complex healthcare problems; however, there is evidence that collaboration across professional boundaries creates conflict and is frequently unsuccessful. Healthcare organizations consequently face a dilemma. If they embrace professional diversity in teams, they risk interprofessional hostility, but if they choose homogeneous teams, they diminish their teams' capacity to innovate. We respond to this quandary by utilizing social identity theory to better understand the mechanisms through which professional diversity can enhance team innovation. In particular, we argue that professional identity salience operates as a mediator capable of explaining both positive and negative outcomes of professional diversity, contingent on the moderating effect of openmindedness norms. Analysis of survey data from 70 healthcare teams supports our model and indicates that professional salience can both enhance and undermine team innovation, depending on the extent of team openmindedness. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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John A. Wagner III Stephen E. Humphrey Christopher J. Meyer John R. Hollenbeck 《组织行为杂志》2012,33(7):946-963
This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual‐level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four‐person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared. Copyright © 2011 John Wiley & Sons, Ltd. 相似文献
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实践中存在着大量的事实劳动关系,而法律又未对事实劳动关系的概念、范围等问题作出明确界定。因此,有些事实劳动关系在审理实践中难以认定,为保护劳动者的正当权益,我们应当理清关于事实劳动关系的一些基本问题,并继续完善与之相关的法律制度。 相似文献
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The contemporary work environment is characterized by an ongoing trend to embed employees in teams because of their expected abilities for handling complex tasks and integrating diverse sets of knowledge and skills. However, leveraging this potential is endangered by stimuli within and outside of teams that take a toll on cohesion and teamwork among team members. Understanding the role that stressors and demands play in the work-related functioning of teams and their members is therefore an increasingly important challenge in the organizational behavior literature. Whereas research on stressors and demands has primarily focused on the individual level, we expand the research scope by considering these phenomena to be multilevel. We perform an interdisciplinary review of the literature on these stimuli in teams and show how related research, such as that on destructive leadership, may benefit from a more balanced account and integration of frameworks on stressors. Our multilevel review is informative for the literature on stressors and demands at the individual and team levels, as it offers an important conceptual grounding for how and why various stimuli in this social environment differentially influence both the collective entity and its individual team members. 相似文献
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Matthew A. Cronin Katerina Bezrukova Laurie R. Weingart Catherine H. Tinsley 《组织行为杂志》2011,32(6):831-849
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为探索在突发事件下人群情绪感染规律,控制群体情绪危害,根据现实情绪特性,引入接触关系,改进突发事件情绪感染干预模型(SOSPa-SPSOa),完善群体情绪感染机制;运用Matlab软件对改进的模型进行数值仿真,并分析模型相关参数对情绪感染过程的影响。结果表明:初始消极情绪群体规模增加会提高群体情绪感染时间,但对群体情绪最终平衡状态影响较小;接触感染过程作用效果低于自发感染过程和自发恢复过程;提高自发恢复概率可降低群体情绪感染时间,有利于群体情绪的控制和调节。 相似文献
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Hakan Ozcelik 《组织行为杂志》2013,34(3):291-309
Prior research analyzing surface acting—employees' regulation of emotional expressions—has mostly focused on the interactions between front‐line employees and their customers in service industries and paid very little attention to intra‐organizational relationships. With an aim to shed light on this important yet relatively unexplored area, I developed a theoretical model analyzing the antecedents and outcomes of surface acting within organizations, by drawing on the sociometer theory and self‐presentation theory frameworks. To test the model, I conducted a cross‐level field study in a sample of 65 work groups and 478 employees in two organizations, located in a large city in Northern California. I have collected the data from two sources, including employees and their supervisors who rated their performance. Results indicated that employees were more likely to engage in surface acting when their affective traits and personal goals were less congruent with work environment. Surface acting was also positively related to perceived organizational politics and self‐monitoring. As for outcomes, surface acting was positively related to emotional exhaustion and negatively to performance. I discuss limitations, implications, and future research direction. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
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Ernest H. O'Boyle Jr. Ronald H. Humphrey Jeffrey M. Pollack Thomas H. Hawver Paul A. Story 《组织行为杂志》2011,32(5):788-818
This meta‐analysis builds upon a previous meta‐analysis by (1) including 65 per cent more studies that have over twice the sample size to estimate the relationships between emotional intelligence (EI) and job performance; (2) using more current meta‐analytical studies for estimates of relationships among personality variables and for cognitive ability and job performance; (3) using the three‐stream approach for classifying EI research; (4) performing tests for differences among streams of EI research and their relationships with personality and cognitive intelligence; (5) using latest statistical procedures such as dominance analysis; and (6) testing for publication bias. We classified EI studies into three streams: (1) ability‐based models that use objective test items; (2) self‐report or peer‐report measures based on the four‐branch model of EI; and (3) “mixed models” of emotional competencies. The three streams have corrected correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis demonstrated that all three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. Publication bias had negligible influence on observed effect sizes. The results support the overall validity of EI. Copyright © 2010 John Wiley & Sons, Ltd. Note: Correction added on 22 July 2010 after first publication online on 29 June 2010. The affiliations for Ronald H. Humphrey and Thomas H. Hawver have been corrected in this version of the article. 相似文献
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A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high. 相似文献
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Surface acting has been widely studied in organizational research owing to its impact on organizational behaviors and outcomes. Past research almost exclusively has focused on employees' interactions with external parties such as customers, clients, and patients. This study sought to extend this literature by examining the effects of employees' surface acting in interactions with parties internal to the organization (i.e., leaders and peers). Data were collected from 40 work groups (129 focal participants, 40 leaders, and 40 peers) from a large real estate agency company located in Beijing, China. Results showed that employees' surface acting influenced various emotional, relational, and behavioral outcomes. In addition, the present findings revealed that the consequences of employees' surface acting differed across leaders versus peers. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献