Interactions with the public: Bridging job design and emotional labor perspectives

By Alicia A. Grandey, J. Diamond. 2010

130 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6f82558460a6cda783b7721f8a3342547132484e

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, unknown): “As Grandey and Diamond (2010) stated, “ future research must ‘ bridge the gap ’ and better integrate job design and [emotional labor] perspectives to best understand how interactions with the public in ﬂ uence employee motivation and well-being ” (p. 346).”
Current Emotion Research in Organizational Behavior (2011, background): “The frequency of customer interactions may be of particular interest, although many factors may determine how the frequency of interaction influences employees’ psychological reactions (Grandey & Diamond, 2010; Humphrey, Nahrgang, & Morgeson, 2007).”
Benefits of mindfulness at work: the role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. (2013, background): “…in the workplace may be particularly strong when emotion regulation is required (Glomb et al., 2011), and we investigate the role of mindfulness in a broad range of service jobs for which emotion regulation is a central demand and a major source of strain (Côté, 2005; Grandey & Diamond, 2010).”
Recovery at Work: Understanding the Restorative Side of “Depleting” Client Interactions (2012, background): “There are mixed findings regarding the fundamental assumptions of these two perspectives, as summarized by Grandey and Diamond (2010).”
Emotional Labor at a Crossroads: Where Do We Go from Here? (2015, background): “From this perspective, the positive relationship of emotional requirements with well-being (Bhave & Glomb 2015, Wharton 1993) derives from gains in motivational resources such as task significance and feedback from clients (Grandey & Diamond 2010).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “This raises important questions about whether the effects of beneficiary contact vary as a function of its structure and content (Grandey & Diamond, 2010; Grant & Parker, 2009).”
On the costs and benefits of emotional labor: a meta-analysis of three decades of research. (2011, background): “Grandey and Diamond (2010) illustrated this, arguing that a hairdresser at a designer salon might have service relationships while a hairdresser at a walk-in store might be confronted with service encounters.”