Understanding the emotional labor process: A control theory perspective.

By J. Diefendorff, Robin H. Gosserand. 2003

537 citations recorded by the source corpus.

Subfields: General Health Professions, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7c99848e305da4ca5d75236da35b43f39edd6138

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

In Sociology and Political Science

Citations in the corpus

IS EMOTIONAL LABOR MORE DIFFICULT FOR SOME THAN FOR OTHERS? A MULTILEVEL, EXPERIENCE-SAMPLING STUDY (2009, background): “For example, Diefendorff and Gosserand (2003) argued that emotional labor can be studied from the perspective of control theory.”
Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, unknown): “Given the dynamics of emotional labor (Beal & Trougakos, 2013; Diefendorff & Gosserand, 2003; Gabriel & Diefendorff, 2015), longitudinal research — including experience sampling and daily diary methods — would yield valuable insight into how stable perceptions of HR practices interrelate and affect…”
Emotional demands, emotional labour and occupational outcomes in school principals (2017, methodology): “To summarise, EL is used to manage internal emotions and manufacture external expressions of emotions to specifically match organisational norms, expectations and demands (Diefendorff and Gosserand, 2003).”
Alleviating the Burden of Emotional Labor (2013, background): “To ensure high levels of customer satisfaction and loyalty, service workers are often required to follow organizationally imposed display rules for emotional conduct toward customers (Diefendorff & Gosserand, 2003; Diefendorff & Richard, 2003; Rafaeli & Sutton, 1987).”
Emotions in the Workplace (2017, background): “In this instance, Elfenbein & Ambady (2003) argue that in fact Emotional labor is especially relevant in service situations, where employees are required to keep to organizationally prescribed “display rules” (see Diefendorff & Gosserand 2003).”
The spillover effects of coworker, supervisor, and outsider workplace incivility on work‐to‐family conflict: A weekly diary design (2019, background): “Further, to conform to display rules, employees need to devote important resources such as self‐regulatory resources to regulate their behaviors (Diefendorff & Gosserand, 2003).”
Smiling for a Wage: What Emotional Labor Teaches Us About Emotion Regulation (2015, background): “Emotional labor can be performed to achieve both personal and organizational goals (Diefendorff & Gosserand, 2003).”
Effective regulation of affect: An action control perspective on emotion regulation (2012, background): “The contributions of Schweiger Gallo and Gollwitzer were supported by the Spanish Government’s grant IþDþi PSI2009-07066.”
Quality of Work Life as a Mediator Between Emotional Labor and Work Family Interference (2009, background): “They are consistently found to be related to the emotional labor process (Brotheridge and Lee 2002; Diefendorff and Gosserand 2003; Grandey 2003; Morris and Feldman 1996, 1997; Rubin et al. 2005; Totterdell and Holman 2003).”
Customer Mistreatment, Employee Health, and Job Performance (2017, methodology): “In the current study, we examine customer service interactions following a control theory model of behavioral regulation (Carver & Scheier, 1981, 1994; Diefendorff & Gosserand, 2003; Martin & Tesser, 1989).”
Emotion regulation in leader–follower relationships (2008, background): “Employees engage in emotional labour to influence the emotions of customers or co-workers so that work goals can be achieved; for example, the selling of a product or the making of a group decision (Diefendorff & Gosserand, 2003).”
Current Emotion Research in Organizational Behavior (2011, background): “Diefendorff and Gosserand (2003) argued that individuals normally express their genuine emotions, and only when this fails to achieve the results they desire do they engage in surface acting or deep acting.”
Following Display Rules in Good or Bad Faith?: Customer Orientation as a Moderator of the Display Rule-Emotional Labor Relationship (2010, methodology): “Given that integrative display rulesareviewedas“in role jobrequirements” (Diefendorff,Richard&Croyle,2006), effortful regulation should generally be increased when the goal for positive displays is present compared to when it is not (Diefendorff & Gosserand, 2003).”
Customer Mistreatment: A Review of Conceptualizations and a Multilevel Theoretical Model (2015, background): “Organizational display rules outline the particular emotions service employees should and should not convey when interacting with customers (Diefendorff & Gosserand, 2003; Grandey, 2000).”