Are emotional display rules formal job requirements? Examination of employee and supervisor perceptions

By J. Diefendorff, E. Richard, Meredith H. Croyle. 2006

234 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/997f4fb0f18662e961de10ba674c9ec8c0d299c5

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Contextualizing Emotional Display Rules: Examining the Roles of Targets and Discrete Emotions in Shaping Display Rule Perceptions (2009, background): “Given the overarching organizational expectation to express positive emotions and to not express negative emotions (e.g., Diefendorff et al., 2006), we anticipated that display rules when feeling happy would most often involve expressing or amplifying the emotion.”
Impact of psychological capital on organizational citizenship behavior: Moderating role of emotional intelligence (2016, background): “Investigating the relationship between emotional labor and citizenship behavior Diefendorff, Richard, and Croyle (2006) concluded that genuine display of positive behavior (deep acting) in workplace engages employees to display OCB compared to employees who fake their emotions (surface acting).”
What’s Love Got to Do with It? A Longitudinal Study of the Culture of Companionate Love and Employee and Client Outcomes in a Long-term Care Setting (2014, background): “…on deep and surface acting have focused almost exclusively on interactions between employees and clients or customers (rather than among employees), these forms of emotion regulation have been shown to be relevant in employees’ interactions as well (Diefendorff and Richard, 2006; Ozcelik, 2013).”
Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, unknown): “Job design views also encourage voluntary behaviors, whereas emotional display rules associated with emotional performance are prescribed asin-role expectations (Diefendorff et al., 2006).”
Following Display Rules in Good or Bad Faith?: Customer Orientation as a Moderator of the Display Rule-Emotional Labor Relationship (2010, methodology): “On the other hand, someone low in CO may be unmotivated to engage in positive displays with customers, even faked ones, unless the organizational display rules are strong and clearly show that displays are required (Diefendorff et al., 2006).”
Transformational leadership and service recovery performance: The mediating effect of emotional labor and the influence of culture (2019, background): “In the hospitality industry, service employees are expected to display and maintain positive emotions––regardless of the emotions employees are truly experiencing––as a way to promote organizational goals of providing excellence in service (Diefendorff et al., 2006).”
Emotion Display Rules at Work in the Global Service Economy: The Special Case of the Customer (2010, background): “…may have a different perspective about what is appropriate; however, evidence supports that supervisors and employees agree on display requirements (Diefendorff et al., 2006), and that customers tend to rate employee behavior similarly to the ratings of other employees (Schneider and Bowen, 1985).”
Show me The Money! do Financial Rewards for Performance Enhance or Undermine The Satisfaction from Emotional Labor? (2013, methodology): “, 1980), and in today’s interpersonal jobs, positive interactions are central to performance (Diefendorff et al., 2006).”