A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit.

By Stéphane Côté, L. M. Morgan. 2002

529 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/747228c7d8d8fa71e3cf3bdb9463e9d24bb10d9d

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In Organizational Behavior and Human Resource Management

In Social Psychology

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Citations in the corpus

Emotional Labor at a Crossroads: Where Do We Go from Here? (2015, methodology): “These same conclusions remain when negative personality traits are controlled for (Kammeyer-Mueller et al. 2013) and time-separated and cross-lagged methods are used (Côté & Morgan 2002, Hülsheger et al. 2010).”
Emotional Strategies of Police and Their Varying Consequences for Burnout (2016, background): “Similarly, Côté and Morgan (2002) found that greater requirements for suppression of negative emotion increased intentions to quit one’s job, and several studies have found that the requirement to hide negative emotions is related to burnout (Best, Downey, & Gill, 1999; Hsieh, 2012; Schaubroeck &…”
Empathy and the emergence of task and relations leaders (2006, background): “Cote & Morgan (2002, p. 947) found that bthe amplification of pleasant emotions increases job satisfaction and decreases intentions to quit by improving the quality of interpersonal encounters at work.Q Wong & Law (2002) showed that leader emotional intelligence related to follower job satisfaction”
Alleviating the Burden of Emotional Labor (2013, unknown): “…Baumeister, Bratslavsky, Muraven, & Tice, 1998; Goldberg & Grandey, 2007; Richards & Gross, 1999; Totterdell & Holman, 2003), withdrawal behaviors (e.g., absenteeism; Bailey, 1996; Cordes & Dougherty, 1993; Grandey et al., 2004), intentions to quit, and turnover (Chau, 2007; Côté & Morgan, 2002).”
Testing a Model of Officer Intentions to Quit (2014, background): “Job satisfaction is widely regarded as one of the best predictors of intentions to quit and figures prominently in most models of employee turnover (Cote & Morgan, 2002; Kudo et al., 2006).”
Reducing burnout and enhancing job satisfaction: Critical role of hotel employees’ emotional intelligence and emotional labor (2012, unknown): “…with antecedents such as personal/job characteristics or consequences such as job related attitudes and behaviors (e.g., Abraham, 1999; Bakker and Heuven, 2006; Brotheridge and Lee, 2002, 2003; Chau et al., 2009; Côté and Morgan, 2002; Diefendorff et al., 2005; Kim, 2008; Zhang and Zhu, 2008).”
The Impact of Person–Job Fit on Job Satisfaction: The Mediator Role of Self Efficacy (2015, background): “Person–job fit can improve self-efficacy, and according to social cognitive theory, the individual with a high self-efficacy will pursue a higher goal, obtain better work performance (Locke and Latham 1990), and get more recognition, salaries and career development opportunities, which means to meet”
The impact of efficacy on work attitudes across cultures (2006, unknown): “Considerable theory and research strongly supports a negative relationship between job satisfaction and turnover intentions (Cote & Morgan, 2002).”
7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “Achieving these social functions feeds into organizations' instrumental goals such as client purchases, satisfaction, and bill payment ( Ashforth & Humphrey, 1993 ; Cote & Morgan, 2002 ; Grandey, 2003 ; Rafaeli & Sutton, 1989 ).”
Smiling for a Wage: What Emotional Labor Teaches Us About Emotion Regulation (2015, background): “These detrimental effects of surface acting are still present when controlling for affective traits and job requirements (Kammeyer-Mueller et al., 2013) and when studied longitudinally (Côt e & Morgan, 2002; H€ulsheger, Langa, & Maier, 2010).”