Abstract
The study examines the intervening role of surface acting between perceived organizational obstruction and employee outcomes. We hypothesized that rejection sensitivity can weaken the relationship between perceived organizational obstruction and surface acting. In line with the social cognitive theory, the moderated-mediation model explains how perceived organizational obstruction affects employee outcomes through surface acting at the different levels of rejection sensitivity. Data is collected using a time-lagged design from 221 employees and peers working in the service sector. Results showed good support for the moderated-mediation model. Perceived organizational obstruction was found a significant predictor of employee outcomes via surface acting at the different levels of rejection sensitivity among employees. Future research directions have been discussed along with theoretical and practical implications.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
