The relationship between newcomers’ emotional labor and service performance: the moderating roles of service training and mentoring functions

Chi, Nai‐Wen; Wang, I-An

doi:10.1080/09585192.2016.1259645

Cited by 35 publications

(21 citation statements)

References 81 publications

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“…Besides, high P‐M fit may facilitate the relationship quality between the newcomers and their mentors (Wanberg, Kammeyer‐Mueller, & Marchese, ). Under such circumstances, newcomers may choose to spend time maintaining the relationship with the mentors rather than learning valuable experience from the mentors (Chi & Wang, ), thereby preventing them from enhancing future performance.…”

Section: Discussionmentioning

confidence: 99%

“…In addition, when mentors share similar values and thoughts with newcomers, these mentors are likely to better understand the situations the newcomers are facing, and in turn provide them with more practical and useful advice. Moreover, when newcomers have performance‐related problems due to initial D‐A misfit, those with high P‐M fit can often easily obtain useful assistance, constructive feedback, and career counselling from their mentors (Chi & Wang, ; Scandura, ), thereby improving their subsequent task performance.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

Detrimental Effects of Newcomer Person‐Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person‐Environment Fit

et al. 2019

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However, due to information asymmetry between job providers and applicants (Vogel et al., 2016), the former attempt to sell the latter on the job and the company (Billsberry, 2007; Sthapit, 2010), while the latter strive to convince the former that they are the most capable candidate (Kristof-Brown, Barrick, & Franke, 2002). As such, both parties can hold unrealistic expectations of the other. Based on the job information that newcomers gathered during the job search process and post-hire stages (Saks & Ashforth, 1997, 2002), newcomers may form initial perceptions towards their job after they have entered the organization (Baur, Buckley, Bagdasarov, & Dharmasiri, 2014). Hence, person-job (P-J) misfit is more likely to occur when newcomers realize that their knowledge, skills, or abilities do not match the job demands (i.e. demand-ability misfit; D-A misfit) or that the job does not satisfy their personal needs (i.e. need-supply misfit; N-S misfit). As noted by Kristof-Brown and Guay (2011), "misfit is a subject that has been largely overlooked by researchers, we know little about how [these employees] behave or cope." Therefore, several important research questions remain unaddressed in the misfit literature. First, although a few researchers have quantitatively explored the negative consequences of employee misfit (e.g.

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Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Detrimental Effects of Newcomer Person‐Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person‐Environment Fit

et al. 2019

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“…Psychosocial support involves enhancing the interpersonal aspects of relationships. Although both career‐related support and psychosocial support can increase protégés' career and job satisfaction (Allen et al, 2004), these forms of support are distinct and demonstrate differential relations with other important work outcomes (Allen et al, 2004; Chi & Wang, 2018; Kram, 1988). For instance, meta‐analytic data suggests that career‐related support demonstrates stronger correlations with variables such as protégé promotions and compensation, whereas psychosocial support demonstrates stronger associations with relationship satisfaction (Allen et al, 2004; Baranik, Roling, & Eby, 2010).…”

Section: Mentoring Functions and Specific Burnout Dimensionsmentioning

confidence: 99%

“…Similarly, psychosocial support, but not career‐related support, predicted affective organizational commitment and, in turn, fewer turnover intentions among IT employees (Craig, Allen, Reid, Riemenschneider, & Armstrong, 2012). In a more recent study, mentoring functions differentially moderated relations between emotional labor (i.e., emotion regulation strategies during service interactions) and service performance such that career‐related support helped to increase service performance when protégées used surface acting emotional labor, whereas psychosocial support was helpful when protégées used deep acting (Chi & Wang, 2018).…”

Section: Mentoring Functions and Specific Burnout Dimensionsmentioning

confidence: 99%

Examining mentors as buffers of burnout for employees high in neuroticism

Varghese

Rogers

Finkelstein

et al. 2020

Human Resource Dev Quarterly

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Human resource development (HRD) practitioners often implement mentoring programs for the purpose of fostering employee career growth and satisfaction. This study examines a less widely researched function of mentoring—to mitigate employee burnout. Specifically, this study examines mentoring as a buffer of relations between employee neuroticism and burnout symptoms. We also examined the differential effect of mentoring functions (i.e., psychosocial support and career‐related support) on relations between neuroticism and burnout dimensions (i.e., emotional exhaustion and cognitive weariness). Survey data were collected from 325 employees from a diverse set of occupations. Self‐report measures assessed trait neuroticism, burnout, the presence of mentoring (formal or informal), and the nature of support received from mentors (i.e., psychosocial and career‐related support). Psychosocial support and career‐related support were negatively associated with burnout. Moderation analyses found weaker relationships between neuroticism and burnout for individuals who received mentoring. Furthermore, psychosocial and career‐related support delivered by mentors differentially mitigated emotional exhaustion and cognitive weariness, respectively. Exploratory analyses found that among individuals who had a formal mentor, self‐reported levels of neuroticism no longer predicted burnout. Overall, findings suggest that both psychosocial and career‐related support provided by mentors may help decrease levels of burnout. Furthermore, HRD practitioners may implement mentoring programs not only as a career‐enhancing tool but also as an intervention to improve employee well‐being and help employees who might be particularly prone to burnout (i.e., those high in neuroticism).

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“…Employees can be mentored when it comes to interpersonal social resources in the form of support for working relationships and coaching, which allow them to address their emotional demands in jobs related to customer interaction (Chi and Wang 2016).…”

Section: The Moderating Effect Of Mentoring On the Relationship Betwementioning

confidence: 99%

An Investigation into the Relationship between Emotional Labor and Customer Satisfaction

Eneizan¹,

Alsakarneh²,

AL-kharabsheh³

et al. 2019

CEMJ

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The relationship between newcomers’ emotional labor and service performance: the moderating roles of service training and mentoring functions

Cited by 35 publications

References 81 publications

Detrimental Effects of Newcomer Person‐Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person‐Environment Fit

Detrimental Effects of Newcomer Person‐Job Misfit on Actual Turnover and Performance: The Buffering Role of Multidimensional Person‐Environment Fit

Examining mentors as buffers of burnout for employees high in neuroticism

An Investigation into the Relationship between Emotional Labor and Customer Satisfaction

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