Emotional Employee Research Articles

How Leader Apologies Affects Employee and Leader Emotions, Pride, and Psychological Health: The Role of Forgiveness, Revenge, Blame, and Likableness Complemented by Transgression Severity

How Leader Apologies Affects Employee and Leader Emotions, Pride, and Psychological Health: The Role of Forgiveness, Revenge, Blame, and Likableness Complemented by Transgression Severity

Understanding the low adoption of prefabrication prefinished volumetric construction (PPVC) among SMEs in Singapore: from a change management perspective

PurposeConstruction productivity issues have constantly surfaced in Singapore's construction industry. To push for productivity, the Government has implemented various initiatives to encourage industry players, particularly small and medium enterprises (SMEs), and to adopt more productive construction technologies. One of these technologies is prefabrication prefinished volumetric construction (PPVC), a concept of the design for manufacturing and assembly (DfMA) approach. This exploratory study sheds lights on PPVC adoption and its issues in Singapore in the context of the launch of the Construction Industry Transformation Map (ITM).Design/methodology/approachThe methodology used here is mainly a quantitative approach in the form of a survey. A questionnaire was developed and distributed to a pool of about 100 contractors, randomly chosen as part of a stratified sample. The questionnaire survey helps gain further insights into the industry's perceptions of PPVC and its adoption.FindingsThe study succeeded in identifying and analysing a list of drivers of and barriers to the adoption of PPVC. The top three most important potential drivers were “increase efficiency,” “technological change” and “changing nature of composition of workforce”. The three most important barriers were “ineffective on-site storage,” “high up-front payment” and “transportation issues”.Originality/valueThis study also looked into the organizational change management theory. Various theories were considered to help understand and implement change. It is understood that it is not only important for an organization to focus on the steps of these frameworks and models when the change is initiated but also for the organization to acknowledge and be mindful of the emotions of employees and take measures to overcome their emotions as part of organizational change management.

The Emotion Regulation Roots of Job Satisfaction.

Job satisfaction is a core variable in the study and practice of organizational psychology because of its implications for desirable work outcomes. Knowledge of its antecedents is abundant and informative, but there are still psychological processes underlying job satisfaction that have not received complete attention. This is the case of employee emotion regulation. In this study, we argue that employees’ behaviors directed to manage their affective states participate in their level of job satisfaction and hypothesize that employee affect-improving and -worsening emotion regulation behaviors increase and decrease, respectively, job satisfaction, through the experience of positive and negative affect. Using a diary study with a sample of professionals from diverse jobs and organizations, for the most part, the mediational hypotheses were supported by the results albeit a more complex relationship was found in the case of affect worsening emotion regulation. This study contributes to expanding the job satisfaction and emotion regulation literatures and informs practitioners in people management in organizations about another route to foster and sustain positive attitudes at work.

Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

PurposeThe purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.Design/methodology/approachData were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.FindingsFindings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.Originality/valueBy focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.

A diary study of work consequences for hotel employees victimized by supervisor from a demand-resource perspective on employee emotions

Abstract How would perceiving oneself as a victim of abusive supervisor behavior affect one’s work attitudes? This study examines the mediating role of emotional change on the detrimental work outcomes caused by hotel employees’ perceived victim identity. It further investigates how emotional exhaustion moderates the relationship between perceived victim identity and two outcome variables, daily job satisfaction and work engagement. The research hypotheses were tested by a multi-level analysis (cf., hierarchical linear modeling) using a sample of 128 hotel employees in China who took surveys twice per day over 14 consecutive days. The findings show that emotional change significantly mediates the negative effect of hotel employees’ perceived victim identity on their work attitudes, and emotional exhaustion moderates this effect such that higher exhaustion exacerbates the negative relationship. Theoretical and practical implications of the findings for hospitality researchers and practitioners are discussed.

Formation of Emotional Intelligence of the Financial Company's Employees

Today human intelligence plays an important role in management activities. "Soft skills" are the basis for creating effective horizontal and vertical communications; however, for the effective management of employees today stands out another factor – management competencies, including emotional intelligence. Due to the ability to manage emotions, the employee is capable of self-motivation, to the effective management of conflict situations, work stress, and also increases the efficiency of staff. Accordingly, understanding the emotions of employees allows the financial company to analyze their actions and adjust them to create conditions that will satisfy the needs of the staff in exchange for meeting the needs of the organization if it is necessary. When considering the features of the formation of the emotional competence of employees, we found that emotional intelligence must be developed following the developed algorithm, especially leaders. The research also provides models for managing factors, as well as methods for assessing emotional competence and the mechanism for developing emotional intelligence on the example of retail trade (hypermarket with more than 300 employees) in Kazan.

Leadership, Change & Employee Emotional Intelligence

Leadership, Change & Employee Emotional Intelligence

Effects of Customer Entitlement on Employee Emotion Regulation, Conceding Service Behaviour, and Burnout: The Moderating Role of Customer Sovereignty Belief

ABSTRACT Customer entitlement is a customer-related stressor faced by service employees when serving customers who expect special treatment, preferential rewards, and extra consideration. We examine a model in which service employees respond to customer entitlement using emotion regulation and conceding service behaviour, and these responses in turn relate to employee burnout. This indirect effect of customer entitlement on burnout is proposed to be conditional on employees’ customer sovereignty belief (i.e., belief that customers have power over service employees and customer demands should be satisfied to the greatest extent). Results of two survey studies, one daily diary study with taxi drivers, and one time-lagged survey with university students working in various service jobs, support that employees use surface acting and conceding service behaviour in response to customer entitlement, customer sovereignty belief moderates the effect of customer entitlement on these responses as well as the indirect effect of customer entitlement on burnout. Employees low on customer sovereignty belief experience greater emotional exhaustion and depersonalization via surface acting, whereas employees high on this belief report higher levels of personal accomplishment via conceding service behaviour. These findings contribute to our understanding of when and why customer entitlement has positive and negative implications for service employees.

The Invisible Leash: The Impact of Organizational Expectations for Email Monitoring After-Hours on Employee Resources, Well-Being, and Turnover Intentions

Emerging research demonstrates detrimental effects of work-related email use after-hours on employee emotions and well-being. This article extends existing literature by examining organizational expectations for email monitoring (OEEM) during nonwork hours as an antecedent of employee low work detachment, emotional exhaustion, diminished work–life balance, and increased turnover intentions. Adapting the conservation of resources perspective, we theorize that OEEM leads to negative individual and organizational outcomes via two different paths: lack of work detachment, and emotional depletion. The findings of a study with time-separated data collected from a large sample of 570 working adults support our predictions that OEEM decreases employee work–life balance through both low work detachment and emotional exhaustion, while the indirect effect of OEEM on employee turnover intentions is mediated by employee emotional exhaustion, and by work detachment through emotional exhaustion. We also find that decrease in work–life balance is negatively correlated with employee intentions to leave the company, but that this direct effect is not significant in the full model. Finally, we demonstrate that the time employees spend on work-related emails after-hours is not the main driver of negative outcomes. Taken together, our findings highlight deleterious implications of OEEM on employee resources and subsequent organization-related outcomes.

Emotion Regulation, Positive Affect, and Promotive Voice Behavior at Work.

Promotive voice is an essential behavior in today’s organizations to facilitate improvements and make constructive changes in the way that work is conducted. Expanding previous research on the individual drivers of voice behavior in organizations, and drawing on theory about emotion regulation, I propose that speaking out with ideas at work is a function of employee emotion regulation and positive affect. Accordingly, results of a weekly diary study, conducted with professionals from diverse organizations and industries, showed that employees using emotion regulation strategies to improve their feelings increase the experience of positive affect at work, while behaviors oriented to worsen their own feelings were negatively related to the same outcome. Positive affect, in turn, increases the likelihood of promotive voice behavior. These results contribute to the voice behavior literature by showing that emotion regulation is an individual factor that participates in the construction of positive affective experiences, which is in turn conducive to speaking out with ideas for improvements and changes at work. Furthermore, these findings inform organizational practitioners about the value of training emotion regulation strategies to improve organizational effectiveness.

Employees versus implementing controlling to the business practice

Implementing controlling into business practice is a difficult, long-term and complex process that is unique for each enterprise. It is affected by various psychological factors that evoke positive and negative emotions by owners, managers and employees. The main objective of this paper is to identify the key psychological factors, emotions and barriers which affect employees during implementing controlling into the business practice. The empirical research of the issue problem was conducted by the questioning method in the form of the questionnaire. In order to evaluate the research results, descriptive, graphical, and mathematic-statistical methods were used. Based on the findings, a concept was proposed which put an emphasis on the key psychological aspects of the employees during the implementation of this tool. The proposed concept could become a support tool for company owners and managers to eliminate negative emotions and evoke positive emotions in employees during the process of implementation and enforcement of controlling into the enterprise, ensuring that controlling is fully functional and accepted by all internal stakeholders.

Emotional intelligence and perceived negative emotions in intercultural service encounters

PurposeThis paper aims to explore the perceived negative emotions of both customers and frontline service employees (FSEs) during intercultural service encounters (ICSEs); and the building and utilization of corresponding knowledge in the banking sector.Design/methodology/approachTo reach the paper’s goal, a qualitative approach through semi-structured interviews conducted in the context of the banking industry is developed and presented.FindingsThe findings presented and discussed the “perception of emotion” and the building of corresponding knowledge about ICSEs. Specifically, FSEs and foreign customers were found to be capable of perceiving negative emotions, both their own and of others. The authors further identified an array of emotions and feelings that facilitate the understanding of how ICSEs can be managed and improved. The findings finally highlight the degree and nature of the importance of building and storing knowledge on ICSEs soft processes, which are termed a key asset for service companies.Originality/valueAn encounter between a service provider and a customer of different cultural backgrounds can become complex and critical. Despite this, there is not enough empirical evidence neither on the socio-psychological processes that take place during these encounters nor on how different ethnic groups develop interpersonal trust within the service sector. This research offers empirical insights regarding the means of detecting emotions and of improving the quality and management of knowledge on ICSE.

Employees' perceptions of their own and their supervisor's emotion recognition skills moderate emotional demands on psychological strain.

This research builds on prior studies showing the role of employee emotion recognition in the stress process to be mixed and conflicting. As such, it was proposed that the extent to which employees' emotion recognition skills buffer or exacerbate emotional demands depends on the extent to which employees believe their supervisor also is skilled in emotion recognition. Two samples of Australian employees completed cross-sectional questionnaires. Sample 1 consisted of 149 employees in a medical research institution, and Sample 2 consisted of 161 government employees in an equipment supplies and logistics service. A three-way interaction among emotional demands, employee emotion recognition, and perceived supervisor emotion recognition was found on psychological strain in both samples and on job dissatisfaction in Sample 1. As predicted, when employee emotion recognition was high, those who perceived their supervisor to be high in emotion recognition were buffered from emotional demands. In contrast, stress-exacerbating effects were found when employees were high in emotion recognition, but supervisors were perceived to be low in emotion recognition. Overall, these results highlight the importance of emotion recognition in the stress process, and that the same skill set needs to be perceived in one's supervisor, an interpersonal resource, for this intrapersonal resource to be adaptive for employees.

Rolul moderator al încrederii organizaţionale în relaţia stresori-reacţii la stres

Although the beneficial effect of trust on individual and organizational variables is empirical welldocumented,the researchers have given less attention to its moderator role in the stressorsreactionsto stress relationship. Thus, the purpose of this study is to examine the moderator roleof trust in supervisor and in organization in the relationship between eight occupational stressorsand stress reactions represented by the employees’ counterproductive work behaviors andemotions. Data were obtained from 192 employees. The results have shown that trust insupervisor negatively predicted organizational (ß= -.30, p<.01) and interpersonalcounterproductive work behavior (ß= -.24, p<.05). Trust in organization is a negative predictor ofinterpersonal counterproductive behaviors (β= -.44, p<.01) and a positive predictor of employees’positive emotions (β= .40, p<.01). The two forms of organizational trust did not moderate therelationship between the occupational stressors and the organizational counterproductive workbehavior (F(16.161)= 1.12, p>.05) and the positive emotions of employees (F(16.161) = 1.19,p>.05). Trust in supervisor moderates only the relationship between the daily hassles as anoccupational stressors and the counterproductive behavior directed to persons (β= -.36, p<.01)and trust in organization moderates the relationship between the organizational climate and theinterpersonal counterproductive behavior (β= -.27, p<.01). The results indicate that organizationaltrust can have a beneficial role on employees’ work behaviors and emotions, even in conditionsin which they perceive high levels of occupational stress.

Impact of implementing controlling on enterprise employees

Implementing controlling into business practice is a difficult, long-term and complex process that is unique for each enterprise. It is affected by various psychological factors that evoked positive and negative emotions in owners, managers and employees. The main objective of this paper is to identify key psychological factors, emotions and barriers affecting employees during implementing controlling into business practice. The empirical research into the given problem was conducted by the questioning method in a form of questionnaire. In order to evaluate the research results, the descriptive, graphical, and mathematic-statistical methods were used. Based of the findings, a concept was proposed to put emphasis on the key psychological aspects of the enterprise employees during implementation of this tool. The proposed concept could become a support tool for company owners and managers to eliminating negative emotions and evoking positive emotions in employees during the process of implementation and enforcement of controlling into the enterprise, ensuring that this tool is fully functional and, accepted by all internal interest groups.

Empirical study on the influences of environmental music on human factors in manual labor companies based on computerized digital audio analysis

Environmental music, or ambient music, refers to music played in certain conditions in order to achieve a specific function or effect. In China, environmental music is rarely used in factory plants. The environment for physical work is filled with noises and less tranquil than the mental work environment. Most employees in a factory plant are physical laborers. The present study first selects environmental music with certain characteristics and apply computerized waveform analysis to the pieces to identify their similarities and differences. Next, music is played, in two different experiments, in the assembly plant of a certain fabrication factory. Its impact on the emotion and productivity of employees is measured and discussed. Further, this work will explore the practical impact of environmental music on human factors in the factory plant through the analysis of experimental data. Experiment results demonstrate that music tempo has the most prominent effect on productivity in the factory plant being studied. Music with a moderato tempo can significantly reduce fatigue experienced during work, create a pleasant work ambiance and enhance the average productivity by 2.92%.

Assessing The Effectiveness of Psychological Capital and Employee Engagement Being Moderator and Mediator on Employee Emotional Intelligence and Performance

Assessing The Effectiveness of Psychological Capital and Employee Engagement Being Moderator and Mediator on Employee Emotional Intelligence and Performance

Performance feedback interviews as affective events: An exploration of the impact of emotion regulation of negative performance feedback on supervisor–employee dyads

Emotion has been treated as merely an underlying and implicit phenomenon in organizational performance feedback scholarship and has yet to be examined in its own right. This paper conceptualizes negative performance feedback interviews as affective events that elicit negative emotions in both employees (as feedback receivers) and supervisors (as feedback givers). We argue that both employees and supervisors cope with these emotions, utilizing emotion regulation strategies, which differently impact employees' engagement in learning behaviour through psychological safety, and supervisors' satisfaction with giving negative performance feedback. Drawing on affective events theory (AET), appraisal theory of emotion, emotion regulation and performance feedback literature, we offer theoretical insights that may encourage empirical studies to explore the role emotion regulation plays in performance feedback interviews. Theoretical and human resource management implications are discussed.

“Everybody needs everyone”: a case study of workplace learning after a downsize

PurposeThis study aims to explore how employees’ emotions after downsizing impact their learning that they partook in after the downsizing event.Design/methodology/approachThe methodological approach was a qualitative case study. Nine employees, considered layoff survivors in a downsized organization, participated in semi-structured interviews. For data analysis, authors performed an initial, focused and axial coding.FindingsThe findings highlight three themes: “resilience,” “loyalty” and “moral support.” These themes show the empathy that layoff survivors experienced and the impact the layoff had on their commitment to the organization, as well as the social learning that occurred after downsizing.Practical implicationsDownsized organizations need to consider the emotions of employees who survive layoffs and how layoffs impact their behavior at work, particularly their learning behavior. Organizations need to understand how to positively impact layoff survivors’ emotions to influence the survivors’ willingness to learn and implement the changes within the organization. Providing outlets for survivors to network within the company, as well as meaningful opportunities, is one of the few ways of addressing employees’ emotions and ensuring they will be encouraged to change with the organization.Originality/valueResearch that explores how emotions resulting from an organizational downsize impact employees’ learning is minimal. Although much of the downsizing research does explore layoff survivors’ experiences after a downsizing, it does not address the emotional factors or the learning experiences. This study seeks to fill this gap.

Impact of Emotional Intelligence on Performance of Employees at Manufacturing Organizations

Emotional intelligence of Employee was examined by the Researcher in the present study in association with performance in manufacturing organization. Competency of Emotional Intelligence and Employee Performance were also investigated in this study. Pilot study has been conducted on the basis of sample of 100 Employee from Navi Mumbai, Mumbai industrial area, data collection, convenient sampling technique was used for study purpose. Responses from Employees and Employers were recorded separately with the help of questionnaire distributed among them. The study was conducted to get good reliability of questionnaire and therefore questionnaire can be used for further survey with few modifications in the question. The study examined the competency Performance of Employee (EI) and factor impacting performance of Employee (EI). The study was also conducted to examine the Self-regulation and Social skill, Self-awareness, Relationship Management in associated with Emotion of Employees.