A predictive study of emotional labor and turnover

By S. Chau, Jason J. Dahling, P. Levy, J. Diefendorff. 2009

250 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/aa971b4aaf48cfa7c797099b08df6b23d3f0dd10

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Y. Lee
2. Allison S. Gabriel
3. Nicolas Gillet
4. E. Fouquereau
5. Alicia A. Grandey
6. Séverine Sauvagère
7. Marylène Gagné
8. P. Chelladurai

In Social Psychology

1. Y. Lee
2. Nicolas Gillet
3. Allison S. Gabriel
4. E. Fouquereau
5. Alicia A. Grandey
6. Séverine Sauvagère
7. Marylène Gagné
8. Nikos Ntoumanis

In Sociology and Political Science

1. Y. Lee
2. Allison S. Gabriel
3. Alicia A. Grandey
4. Nicolas Gillet
5. E. Fouquereau
6. Marylène Gagné
7. P. Chelladurai
8. Hyun Jeong Kim

Citations in the corpus

• Emotional Labor at a Crossroads: Where Do We Go from Here? (2015, background): “In fact, surface acting is associated with the desire to withdraw fromwork and actual turnover, both of which are ways of conserving resources (Chau et al. 2009, Goodwin et al. 2011).”
• Emotional labor, teacher burnout, and turnover intention in high-school physical education teaching (2017, background): “, 2010), the process may gradually decrease their well-being and adversely affect job-related attitudes, such as teacher burnout and turnover intention (Chau et al., 2009; Goodwin et al., 2011; Grandey and Gabriel, 2015; Hülsheger and Schewe, 2011).”
• 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 role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, background): “For instance, it will be important in future research to consider both turnover intentions and actual turnover behaviour because intentions represent a proximal predictor of behaviour (Ajzen, 1985 ; for an example, see Chau, Dahling, Levy, & Diefendorff, 2009 ).”