The moderating role of perceived organizational support on the relationship between emotional labor and job-related outcomes

Abstract

Purpose – The purpose of this paper is to attempt to investigate how emotional labor strategies (i.e. surface acting and deep acting) affect job performance through job satisfaction. Another important objective of this study was to see whether perceived organizational support (POS) moderates the relationship between emotional labor strategies and job-related outcomes (i.e. job satisfaction and job performance). Design/methodology/approach – Structural equation modeling analysis provided support for the hypotheses from a sample of 309 South Korean department store sales employees. Findings – The results revealed that surface acting had a negative effect, whereas deep acting had a positive effect on job satisfaction. In addition, the relationship between emotional labor strategies (i.e. surface acting and deep acting) and job performance was significantly mediated by job satisfaction. Finally, POS significantly moderated the relationship between surface acting and job satisfaction, as well as the relationship between deep acting and job performance. Originality/value – The findings of this study contributed to the literature by identifying the relationship between surface and deep acting on organizational outcomes (i.e. job satisfaction and job performance), especially in a collectivist society (i.e. South Korea). In addition, this study also confirmed the important role of POS based on the norm of reciprocity between an organization and its members.

The moderating effect of perceived organizational support in the relationship between emotional labour and job attitudes: A study among health professionals

“…It is not surprising that the present study disclosed the significant moderating effect of POS on the relationship between surface acting on the one hand and job satisfaction and organizational commitment on the other hand. This finding is consistent with other empirical studies conducted by Hur, Won Moon and Jun () as well as Hur et al (). Conversely, whereas the present study found a significant moderating effect of POS on the relationship between deep acting and organizational commitment, POS did not moderate the relationship between deep acting and job satisfaction.…”

“…This finding presupposes that employees' engagement in deep acting will have significant bearing on the level of employee commitment to their organization, and they fall on the level of their organization's support; when they see their organization to be more supporting, the more likely that acting in good faith will have consequences on their organizational commitment. This finding is also consistent with the empirical studies by Hur et al () as well as Han et al () who pointed to the moderating effect of POS in the relationship between deep acting and organizational commitment. The finding suggests that nurses and midwives seek support from their organization in the process of managing the emotional demands of the profession.…”

“…Among health professionals with particular reference to nurses and midwives, emotional regulation (ability of nurses and midwives to manage emotional situations of their profession) forms central part of healthcare delivery and has a direct impact on the quality of healthcare delivery (McQueen, ). Nurses and midwives are therefore required to enhance positive emotions while suppressing negative emotions (Hur, Han, Yoo, & Moon, ; McQueen, ). These occupational emotional requirements are conceptualized as emotional labour (Hochschild, ).…”

The Relationship between Employee Engagement, HRM practices and Perceived Organizational Support: Evidence from Banking Employees

“…Jain et al (2013) suggested that employees' outputs are the direct function of the inputs that they receive from their organizations in any social exchange. In fact, the extent of employees' effort in the job is manifested by their feelings of endorsement given by the organizations, which in turn, enhances the level of engagement (Hur et al, 2015). The presence of higher level of organizational support can compensate relatively low level of job related resources that results in employees' positive attitudes as employees exert higher energy in investing extra effort in the workplace.…”

“…Shantz et al (2014) found that POS moderates the relationship between employee engagement and turnover intentions and argued that employees show low level of intentions to leave the organization as POS has compensated the relatively low level of employee engagement. Similarly, Hur et al (2015) found the moderating role of POS on the link between employees' emotion and outcome variables among the service employees. With this line of reasoning, the present hypothesized the moderating role of POS on the relationship between HRM practices and employee engagement such that the effect of poor perceptions of employees regarding HRM practices can be compensated by POS on employee engagement.…”