Emotional Labor at a Crossroads: Where Do We Go from Here?
By Alicia A. Grandey, Allison S. Gabriel. 2015
584 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/ebd521a5ee355f51ba3654ae2f22acefe9ecf42f
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
- B. Caza
- Susan J. Ashford
- Erin Reid
- Dwayne D. Gremler
- Y. Lee
- P. Chelladurai
- Nai‐Wen Chi
- Laura M. Little
In Social Psychology
In Sociology and Political Science
- Laura M. Little
- Janaki Gooty
- Y. Lee
- Dwayne D. Gremler
- Michele Williams
- P. Chelladurai
- Nai‐Wen Chi
- Susan J. Ashford
Citations in the corpus
- The interpersonal effects of emotion intensity in customer service: Perceived appropriateness and authenticity of attendants' emotional displays shape customer trust and satisfaction (2018, unknown): “…and trained to display particular emotions (e.g., “ service with a smile ” ; Barger & Grandey, 2006; Rafaeli & Sutton, 1987), and customers expect positive emotional displays from customer representatives as part of what constitutes “ good ” service (Grandey & Gabriel, 2015; Grove & Fisk, 1992).”
- Emotion Cycles in Services: Emotional Contagion and Emotional Labor Effects (2019, background): “Customers and employees can experience both positive and negative emotions during a service encounter (Du, Fan, and Feng 2011; Grandey and Gabriel 2015), but we know of no studies that include positive and negative emotional contagion processes simultaneously or that explore how they simultaneously…”
- Emotional labor, teacher burnout, and turnover intention in high-school physical education teaching (2017, background): “Email: ylee6@una.edu unpleasant emotions and to express socially acceptable emotions (Isenbarger and Zembylas, 2006), is a recent psychological construct that addresses how workers can effectively deal with such emotional incidents at work (Grandey and Gabriel, 2015).”
- Four Decades of Frontline Service Employee Research: An Integrative Bibliometric Review (2021, background): “…work on emotional labor has created an active research field focusing on FLEs’ emotional displays, organizational display rules, and the impact of employees’ emotional labor strategies (i.e., deep acting and surface acting) on customer experience (Grandey and Gabriel 2015; Grandey and Melloy 2017).”
- Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda (2018, unknown): “researchers (e.g. see Côté 2005; Grandey and Gabriel 2015; Lawrence et al. 2011) suggest, deep acting can be seen as a variant of Gross’s (1998) cognitive reappraisal strategy while surface acting can be viewed as a combination of faking emotional expression and Gross’s expressive suppression strate”
- Emotional demands, emotional labour and occupational outcomes in school principals (2017, background): “Recently, Grandey and Gabriel (2015) suggested that investigating the effects of EL through the lens of ill-being (as burnout) was limited and that whole-person wellbeing ought to be assessed too.”
- Affectivity, Emotional Labor, Emotional Exhaustion, and Emotional Intelligence in Coaching (2016, background): “This research is, in fact, the verification of the Grandey and Gabriel (2015) conceptual model in the athletic context.”
- Emotional intelligence, emotional labor, coach burnout, job satisfaction, and turnover intention in sport leadership (2018, methodology): “Referring to Fletcher and Scott’s (2010) model, coaches with high levels of emotional intelligence, a personal resource, may put more efforts into changing their inner feelings which, in turn, and perform more problem-focused emotional labor (Grandey & Gabriel, 2015).”
- Determinants of Turnover Intention of Social Workers (2017, background): “dissonance, which leads to negative outcomes such as dissatisfaction and burnout (Grandey & Gabriel, 2015; Hochschild, 1983).”
- Enhancing emotional performance and customer service through human resources practices: A systems perspective ☆ (2016, unknown): “Emotional performance occurs when employees display emotions congruent with the expectations of the work role (Bono & Vey, 2007; Grandey & Gabriel, 2015).”
- The role of leader emotion management in leader–member exchange and follower outcomes (2016, background): “…relationships and well-being (Gross & John, 2003; Gross & Levenson, 2007; Pennebaker & Beall, 1986)—a finding that has been replicated in studies of the emotional labor (Bhave, & Glomb, 2013; Grandey & Gabriel, 2015)—modulating the emotional response may influence OCBIs through other mechanisms.”