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Managing Emotions In The Workplace

J. Andrew Morris and Daniel C. Feldman
Journal of Managerial Issues
Vol. 9, No. 3 (Fall 1997), pp. 257-274
Stable URL: http://www.jstor.org/stable/40604147
Page Count: 18
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Managing Emotions In The Workplace
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Abstract

This study conceptualizes emotional labor (namely, the display of emotions during service interactions) in terms of frequency, duration, and emotional dissonance. To identify important antecedents and consequences of emotional labor, data were collected via survey questionnaires (N= 562). Results indicate that task routineness, power of role recipients, and job autonomy are the most significant antecedents of emotional labor, while emotional dissonance is the component of emotional labor which accounts for the most variance in the consequences of emotional labor. Implications for future research on emotional labor and the management of emotions within organizations are discussed as well.

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