Emotions and Emotional Regulation in HRM: A Multi-Level Perspective

Ashkanasy, Neal M.; Troth, Ashlea Clare; Lawrence, Steve; Jordan, Peter Jeffrey

doi:10.1108/s0742-730120170000035002

Cited by 26 publications

(26 citation statements)

References 204 publications

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“…As there is an involvement of emotions, we believe that emotional intelligence (EI) being an ability to recognize, comprehend, utilize, and manage emotions ( Salovey and Mayer, 1997 ), may influence the underlying process of transmuting signals from HIHRM practices to work-related flow through AC. It is one of the important aspects of our paper because researchers emphasize that “emotions and emotional regulation in HRM” is a highly understudied area and requires comprehensive theory building ( Ashkanasy et al, 2017 ).…”

Section: Introductionmentioning

confidence: 99%

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

Wang

Shaheryar

2020

Front. Psychol.

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The long-term success of organizations is mainly attributable to employees’ psychological health. Organizations focusing on promoting and managing the flow (an optimal experience and optimal functioning state) may enhance employees’ well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow (i.e., intrinsic motivation, absorption, and work enjoyment) is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM (HIHRM) practices (i.e., recognition, empowerment, information sharing, fair rewards, and competence development) in activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace.

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Section: Introductionmentioning

confidence: 99%

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

Wang

Shaheryar

2020

Front. Psychol.

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“…Based on COR theory (Hobfoll, 1989) our study notably adds to the destructive leadership literature by highlighting the influence of supervisor abuse on workers’ choice of surface acting over deep acting as an emotional labor approach for dealing with supervisor abuse. Second, our study provides a clear picture of the impact of emotion resources in dealing with supervisor abuse in response to calls for investigations on the impact of emotion labor in leadership research (Ashkanasy & Humphrey, 2011; Ashkanasy et al, 2017; Humphrey et al, 2016; Humphrey et al, 2015; Grandey & Gabriel, 2015; Moin, 2018), Third, our study has adds to our understanding of the impact of emotional labor approaches on job outcomes. By showing that emotional labor strategies differentially affect job outcomes, we draw attention to the idea that dealing with supervisor abuse depletes workers’ emotional resources.…”

Section: Discussionmentioning

confidence: 95%

“…In our study, we argue that emotion regulation approaches play a mediating role between hostile events in the workplace (i.e., supervisor abuse) and job outcomes, a role that is in addition to the direct influence of supervisor abuse on job outcomes. Responding to calls for better integration between these research topics (Ashkanasy & Humphrey, 2011; Ashkanasy et al, 2017; Humphrey, Burch, & Adams, 2016; Humphrey, Ashforth, & Diefendorff, 2015; Grandey & Gabriel, 2015; Moin, 2018), we note two critical yet under‐researched problems. First, few studies have investigated the link between supervisor abuse and emotion regulation (Adams & Webster, 2013; Wu & Hu, 2013).…”

Section: Introductionmentioning

confidence: 95%

“…Thus, the purpose of our study is to bridge these two issues. By addressing these important gaps in the literature alongside growing calls for investigating the impact of emotional regulation in leadership‐related research (Ashkanasy & Humphrey, 2011; Ashkanasy et al, 2017; Humphrey et al, 2016; Humphrey et al, 2015; Grandey & Gabriel, 2015; Moin, 2018), our study exams the relationships between supervisor behavior, emotion regulation approaches, and outcomes in two ways. First, the present study investigates the link between supervisory abuse and emotional labor approaches (i.e., surface acting and deep acting).…”

Section: Introductionmentioning

confidence: 99%

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Abusive supervision, emotion regulation, and performance

Moin

Wei

Weng

2020

Int J Selection Assessment

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This study examined the abusive supervision’s influence on emotion regulation and outcomes. Based on COR theory, we investigated whether supervisor abuse has a direct relationship with the emotional labor strategies of surface acting (monitoring external emotions) and deep acting (monitoring internal feelings). In turn, we investigated the indirect relationship of supervisor abuse on outcomes (i.e., emotional exhaustion, job satisfaction, and task performance) via these emotional labor strategies. Using lagged and dyadic sample (210 subordinates and 30 supervisors), we found that abusive supervision predicted surface and deep acting and that the indirect associations of supervisor abuse on outcomes via emotional labor strategies were also significant. The present investigation empirically supports the theorized links and offers notable implications for personnel selection and assessment.

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“…Emotional management and expressions are pivotal in social relationships because they affect others' emotional or behavioral reactions by triggering inferential processes (Parkinson et al 2005; Reis and Collins 2004;Van Kleef 2009). Managing and expressing one's emotions is an integral part of organizational lives (Ashkanasy et al 2017) because "a key component of work performed by many workers has been the presentation of emotions that are specified and desired by their organizations" (Morris and Feldman 1996, p. 987). Others' inferences and reactions (i.e., whether the target's emotional presentations are perceived as appropriate) are determined by the nature of cultural norms (Grandey et al 2005a;Härtel 2008;Härtel et al 2008;Hochschild 1979;Ravid et al 2010;Van Kleef 2009).…”

Section: Introductionmentioning

confidence: 99%

When in Rome, Feel as the Romans Feel: An Emotional Model of Organizational Socialization

Choi

2018

Social Sciences

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Organizational socialization literature has long emphasized learning organizational culture upon entry. However, most previous socialization studies have largely focused on learning job skills, such as role clarity and task mastery. Focusing on emotional culture, the author provides a review about the roles of emotions in an organizational socialization context. Further, drawing upon the organizational socialization and emotion literature, the author builds a theoretical model, an emotional model of organizational socialization highlighting how newcomers adjust to the emotional culture within an organization, which ultimately leads to successful organizational socialization. This article provides new conceptual insights into the roles of newcomers’ adjustment to an emotional culture in a socialization context, providing fruitful ways for future empirical testing.

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Emotions and Emotional Regulation in HRM: A Multi-Level Perspective

Cited by 26 publications

References 204 publications

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

Abusive supervision, emotion regulation, and performance

When in Rome, Feel as the Romans Feel: An Emotional Model of Organizational Socialization

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