Frontline employees' emotional labor toward their co-workers: The mediating role of team member exchange

Kang, Juhyun; Jang, Jyan-Chyun

doi:10.1016/j.ijhm.2021.103130

Cited by 15 publications

(11 citation statements)

References 75 publications

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“…In addition, we would expect that TMX may be a more proximal influence than LMX in contexts where leaders have a higher SPOC and employees have more contact with team members. Relatedly, TMX may also be more important in contexts where emotional labor is necessary as well ( Kang and Jang, 2022 ). Future research may also want to take this into account.…”

Section: Discussionmentioning

confidence: 99%

Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange

2022

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This article addresses the impact of leader psychological need satisfaction on employees. We draw on the self-determination theory (SDT) and leader-member exchange (LMX) theory to investigate if and how leader psychological need satisfaction trickles down to employee psychological need satisfaction. Adopting a multi-actor, multilevel design, results from 1036 leader–employee dyads indicate that employee-rated LMX mediates the trickle-down effect of leader psychological need satisfaction. Additional analyses of leader psychological needs show that leader competence is the main psychological need that underlying this relationship. We also found an unexpected negative association between leader autonomy need satisfaction and employee competence need satisfaction. Overall, this study shows the importance of both (1) leaders’ psychological need satisfaction and (2) employee perceptions of the relationship quality for employee psychological need satisfaction.

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Section: Discussionmentioning

confidence: 99%

Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange

2022

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“…The mainstream literature on emotional labor consists of two aspects:(1) the effect on frontline employees themself, such as the effect on one's work status or mental health (Choi et al, 2019;Diestel et al, 2015;McGinley &Wei, 2020); (2) the effect on others, such as the impact on customer satisfaction and participation (Ashforth & Humphrey, 1993;Chi & Chen, 2019;Hur et al, 2015;Seger-Guttmann & Medler-Liraz, 2016). While most of prior studies have focused on the discussion between frontline employees and customers, recent studies indicate that emotional labor also occurs when interacting with coworkers (Gabriel et al, 2020;Kang & Jang, 2022). Considering the cooperative characteristics of service encounters, frontline employees interact with co-workers in their daily work inevitably and the interactions among coworkers tend to be more continuous and impactful compare to one-time customer services (Gabriel et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…First, different from previous studies that discuss emotional labor between employee and customer, we explore it in the context of co-workers’ interaction. A few studies have begun to concern the issue of emotional labor toward co-workers (Gabriel et al, 2020; Kang & Jang, 2022), but not yet sufficient. Thus, we complement the relevant literature.…”

Section: Introductionmentioning

confidence: 99%

The Spillover Effect of Emotional Labor: How It Shapes Frontline Employees’ Proactive Innovation Behavior

Ma,

Wang,

Sun

et al. 2023

Sage Open

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Frontline employees can generate tremendous value for both the customer and the organization through innovation. While prior research has revealed that frontline employees’ emotional labor significantly affects their own creativity, it is unclear whether it has a spillover effect on other frontline employees (i.e., co-workers) and how it shapes their behaviors, especially proactive innovation behavior. Based on emotion-as-social-information (EASI) theory, we construct a mechanism model to illustrate this aforementioned spillover effect. By analyzing the questionnaires collected from 268 frontline employees in China, we found that (1) deep acting (surface acting) of co-worker influences frontline employee’s proactive innovation behavior positively (negatively); (2) affective commitment plays a mediating role between emotional labor and proactive innovation behavior; and (3) emotional sensitivity reinforces the positive (negative) effect of deep acting (surface acting) on proactive innovation behavior. The conclusions provide valuable insight into understanding the spillover effects of emotional labor among frontline employees.

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“…However, research on emotional dissonance has shown that such experiences are very uncomfortable for employees, and employees might become ultimately motivated to quit the emotional dissonance that occurs (Zvobgo, Abraham, & Sabharwal, 2021). Also, there exists significant evidence between emotional labor strategies and turnover intention; especially surface acting (Kang & Jang, 2022). Hence, it is important to note that political skill might lead to better treatment by the organization and perception of support; all of which oblige employees to reciprocate any form of perceived organizational support, mainly perceived supervisor support.…”

Section: Background Of the Studymentioning

confidence: 99%

“…Although many papers support the propositions about the negative effects of emotional labor, some researchers claim that a shadow has been cast over the potential benefits of emotional labor under certain conditions when the intense focus was purely on its negative aspects (Diefendorff & Richard, 2003;Gabriel & Diefendorff, 2015;Kang, & Jang, 2022). Such harmful effects can be, in part, relative to the use of maladaptive emotion regulation tactics, poor person-job fit, poor working conditions imposed by management, lack of autonomy in how to perform emotional labor, and a role not reflecting a valued identity.…”

Section: Emotional Labormentioning

confidence: 99%

The Influence of Political Skill on Emotional Labor and Turnover Intention. (c2022)

Sous¹

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An organization encompasses social interactions and emotional norms that coordinate the behaviors and outcomes of its people. Nonetheless, how can an organization ensure that employees from diverse backgrounds, interests, and ideologies comply with these norms? Raising these questions means addressing the fine line between the exercise of political skill and emotional labor. This research studied the impact of political skill on emotional labor and turnover intention and the moderating effect of perceived supervisor support. Data was gathered via a survey link shared on social media platforms and analyzed using SPSS software and Excel MegaStat. Results showed that political skill was negatively related to turnover intention, emotional labor mediated the relationship between the latter, while perceived supervisor support did not moderate the relationship between emotional labor and turnover intention. Furthermore, conclusion, limitations, and recommendation for future studies were also discussed.

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Frontline employees' emotional labor toward their co-workers: The mediating role of team member exchange

Cited by 15 publications

References 75 publications

Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange

Leader Psychological Need Satisfaction Trickles Down: The Role of Leader-Member Exchange

The Spillover Effect of Emotional Labor: How It Shapes Frontline Employees’ Proactive Innovation Behavior

The Influence of Political Skill on Emotional Labor and Turnover Intention. (c2022)

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