Determinants and consequences of employee displayed positive emotions

By Wei-Chi Tsai. 2001

375 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7037840dc0441440cfe229996655f2266c139d38

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The ability to influence others via emotion displays (2011, background): “Changes in others’ behaviors can be measured, for example, by counting purchases in a store (Tsai, 2001).”
From bad to worse (2012, background): “…studies with multiple sources of data often do not collect attitudinal data from both customers and employees, but rather match attitudinal data from one source with observations or performance data from the other source (e.g., Barger & Grandey, 2006; Mattila & Enz, 2002; Pugh, 2001; Tsai, 2001).”
On the positive aspects of customers: Customer‐initiated support and affective crossover in employee–customer dyads (2011, background): “We also took a closer look at the suggested literature on emotional contagion (Pugh, 2001; Tsai 2001; Tsai & Huang, 2002, comment 2b).”
Abusive Supervision and Employee Emotional Exhaustion (2009, methodology): “Control variables. On the basis of previous studies on employees’ reactions to interpersonal interaction (e.g., Burke & Richardsen, 2001; Cordes & Dougherty, 1993; Tsai, 2001 ), we examined our hypotheses while controlling for the following demographic variables: respondent tenure, respondent sex, ”
Making the Break Count: An Episodic Examination of Recovery Activities, Emotional Experiences, and Positive Affective Displays (2008, background): “pact on service quality evaluations (Pugh, 2001), customer willingness to return and recommend an organization to others (Tsai, 2001), the time cus tomers spend in a store (Tsai & Huang, 2002), and higher levels of customer satisfaction (Brown & Sulzer-Azaroff, 1994).”
Emotional dissonance, burnout, and in-role performance among nurses and police officers (2006, background): “example, a recent study by Tsai (2001) among sales clerks in retail shoe stores found that customer satisfaction was highly correlated with the fre-”
Moving emotional labor beyond surface and deep acting (2012, background): “(continued) Author(s), year Scale name/Construct Number of studies in which it is cited Sutton and Rafaeli, 1988 Display of positive emotion 1 Tsai, 2001* Employee Affective Delivery Scale 1 VanVeldhoven and Meijman, 1994 Psychosocial strain at work 2 Wilk and Moynihan, 2005 Importance of employee…”
Are All Smiles Created Equal? How Emotional Contagion and Emotional Labor Affect Service Relationships: (2006, background): “, Rafaeli and Sutton 1989; Tsai and Huang 2002), little is known about how or why an employee’s display of emotions is related to customer consequences. Emotional contagion theory (Hatfield, Cacioppo, and Rapson 1994) suggests that people’s expression of positive emotions facilitates a corresponding”
Emotional labour and emotional exhaustion: Interpersonal and intrapersonal mechanisms (2007, background): “Organizations have explicit and implicit display rules that govern employees’ emotional expressions in order to influence clients’ feelings (eg, satisfaction), attitudes (eg, loyalty), and behaviours (eg, hiring a service); and thereby improve organizational outcomes (Cropanzano, Weiss, & Elias, 20”
Affective Service Display and Customer Mood (2005, methodology): “…discrete behaviors such as smiling, greeting, thanking, and making eye contact (e.g., Komaki, Blood, and Holder 1980; Rafaeli and Sutton 1989; Tsai 2001), friendliness has been found to be positively related to customers’ positive mood following the service encounters (e.g., Pugh 2001; Tsai…”
The effects of customer personality traits on the display of positive emotions (2004, background): “In this study, we propose that customer characteristics, in particular, customer personality traits, play a role in the service experience, since customers can affect service delivery process and outcomes (Lovelock & Young, 1979; Normann, 1991).”
Emotional Strategies of Police and Their Varying Consequences for Burnout (2016, background): “Specifically, positive emotional demands tend to result in more satisfied customers, which has residual benefits for the service worker (Pugh, 2001; Tsai, 2001; Zapf & Holz, 2006).”
Service with a smile and encounter satisfaction: emotional contagion and appraisal mechanisms (2006, background): “We provide a comprehensive test of this mechanism by examining mimicry and mood as mediators in service encounters, contrasted with a direct path through perceived service quality.”