Pub Date : 2024-10-23DOI: 10.1177/0734371x241291610
Naon Min, Jongseong Lee
Policymakers in many countries have employed market approaches to supplement traditional civil service systems, and using contract employees is a form of this labor resourcing strategy. Although business studies have suggested that contract-based employment may enhance organizational performance, few studies have explored this relationship in the field of public administration. This study examines whether the use of contract employees is associated with organizational performance in the public sector. Based on the New Public Management (NPM) literature, this study develops hypotheses and tests them using two-way fixed effects models with 18 months of longitudinal data (2018–2019) from 2,912 neighborhood offices in South Korea. The results reveal that local governments with a greater number of contract employees are more likely to outperform doorstep health service delivery. The implications for the management of contract workers in the public sector are discussed.
{"title":"Improving Local Government Performance Through the Use of Contract Workers: A Case From South Korea","authors":"Naon Min, Jongseong Lee","doi":"10.1177/0734371x241291610","DOIUrl":"https://doi.org/10.1177/0734371x241291610","url":null,"abstract":"Policymakers in many countries have employed market approaches to supplement traditional civil service systems, and using contract employees is a form of this labor resourcing strategy. Although business studies have suggested that contract-based employment may enhance organizational performance, few studies have explored this relationship in the field of public administration. This study examines whether the use of contract employees is associated with organizational performance in the public sector. Based on the New Public Management (NPM) literature, this study develops hypotheses and tests them using two-way fixed effects models with 18 months of longitudinal data (2018–2019) from 2,912 neighborhood offices in South Korea. The results reveal that local governments with a greater number of contract employees are more likely to outperform doorstep health service delivery. The implications for the management of contract workers in the public sector are discussed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"64 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142488741","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-20DOI: 10.1177/0734371x241286176
George A. Krause, Jungyeon Park
Fostering diversity and inclusion (D&I) is a major challenge confronting the contemporary American administrative state. The asymmetric distribution of authority within U.S. federal agencies is critical for understanding employee perceptions of agency D&I efforts. Leveraging data from approximately 2.51 million U.S. federal employees across 105 agencies between 2010 and 2019, the statistical evidence demonstrates that authority differentials, reflected by the relative gender and racial balance of supervisory and non-supervisory personnel within U.S. federal agencies, predict employees’ evaluations of agency efforts at fostering D&I. Although these authority differentials have similar effects on employee D&I evaluations for both men and women, minority employees exhibit more sanguine assessments of agency D&I efforts than compared to non-minority colleagues predicated on such authority differentials. The statistical relationship between authority differentials and employees’ agency D&I evaluations is most pronounced for women minority employees, as well as for those holding supervisory positions.
{"title":"Improving Social Equity Within Public Organizations: Authority Differentials as Reference Points for Fostering Diversity and Inclusion Within U.S. Federal Agencies","authors":"George A. Krause, Jungyeon Park","doi":"10.1177/0734371x241286176","DOIUrl":"https://doi.org/10.1177/0734371x241286176","url":null,"abstract":"Fostering diversity and inclusion (D&I) is a major challenge confronting the contemporary American administrative state. The asymmetric distribution of authority within U.S. federal agencies is critical for understanding employee perceptions of agency D&I efforts. Leveraging data from approximately 2.51 million U.S. federal employees across 105 agencies between 2010 and 2019, the statistical evidence demonstrates that authority differentials, reflected by the relative gender and racial balance of supervisory and non-supervisory personnel within U.S. federal agencies, predict employees’ evaluations of agency efforts at fostering D&I. Although these authority differentials have similar effects on employee D&I evaluations for both men and women, minority employees exhibit more sanguine assessments of agency D&I efforts than compared to non-minority colleagues predicated on such authority differentials. The statistical relationship between authority differentials and employees’ agency D&I evaluations is most pronounced for women minority employees, as well as for those holding supervisory positions.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"13 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142486713","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-16DOI: 10.1177/0734371x241289949
Robert Roberts
The United States Supreme Court in Groff v. DeJoy rejected a 50-year precedent regarding the application of Title VII of the United States Civil Rights to requests by private and public employees for Title VII workplace religious accommodations. The article evaluates the impact of 73 U.S. District Court and U.S. Court of Appeals decisions decided after Groff to determine whether Groff has had an impact on how lower federal courts have evaluated requests for Title VII workplace religious accommodations. The article also evaluates the role of U.S. District Courts as gatekeepers for Title VII workplace religious accommodation lawsuits. Finally, the article discusses the impact of Groff on the most common types of workplace religious accommodation requests. The article argues that employers will have greater difficulty persuading U.S. District Court to grant motions to dismiss or motions for summary judgment to end Title religious accommodation lawsuits.
{"title":"Title VII and Religious Accommodations in the Workplace After Groff v. Dejoy (2023)","authors":"Robert Roberts","doi":"10.1177/0734371x241289949","DOIUrl":"https://doi.org/10.1177/0734371x241289949","url":null,"abstract":"The United States Supreme Court in Groff v. DeJoy rejected a 50-year precedent regarding the application of Title VII of the United States Civil Rights to requests by private and public employees for Title VII workplace religious accommodations. The article evaluates the impact of 73 U.S. District Court and U.S. Court of Appeals decisions decided after Groff to determine whether Groff has had an impact on how lower federal courts have evaluated requests for Title VII workplace religious accommodations. The article also evaluates the role of U.S. District Courts as gatekeepers for Title VII workplace religious accommodation lawsuits. Finally, the article discusses the impact of Groff on the most common types of workplace religious accommodation requests. The article argues that employers will have greater difficulty persuading U.S. District Court to grant motions to dismiss or motions for summary judgment to end Title religious accommodation lawsuits.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"173 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142444527","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-14DOI: 10.1177/0734371x241286914
Leonie Backhaus
Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.
{"title":"Take (part) or Toss? Applying a Job Demands-Resources Lens to Public Leaders’ Motivation to Engage in Leader Training","authors":"Leonie Backhaus","doi":"10.1177/0734371x241286914","DOIUrl":"https://doi.org/10.1177/0734371x241286914","url":null,"abstract":"Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"35 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142431314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-30DOI: 10.1177/0734371x241282103
Mads Pieter van Luttervelt
Cultivating an inclusive climate is an important concern for many public organizations, and it can be approached through various means. Research suggests that by exercising inclusive leadership, public managers may be able to support an inclusive climate. However, we still know little about the extent to which and under what conditions inclusive leadership is effective in promoting an inclusive climate. This study contributes to the existing research by examining the importance of inclusive leadership on inclusive climate utilizing a representative panel of 705 Danish high school teachers. Additionally, the study argues that leader credibility may be an important moderator. Testing the preregistered hypotheses, the study finds support for a statistically significant effect of changes in inclusive leadership on changes in inclusive climate. Contrary to expectations, leader credibility does not appear to moderate the relationship. The study suggests that inclusive leadership is relevant to promote inclusive climates across different contexts.
{"title":"(In)Credibly Inclusive? A Panel Study on Inclusive Leadership, Leader Credibility, and Inclusive Climate","authors":"Mads Pieter van Luttervelt","doi":"10.1177/0734371x241282103","DOIUrl":"https://doi.org/10.1177/0734371x241282103","url":null,"abstract":"Cultivating an inclusive climate is an important concern for many public organizations, and it can be approached through various means. Research suggests that by exercising inclusive leadership, public managers may be able to support an inclusive climate. However, we still know little about the extent to which and under what conditions inclusive leadership is effective in promoting an inclusive climate. This study contributes to the existing research by examining the importance of inclusive leadership on inclusive climate utilizing a representative panel of 705 Danish high school teachers. Additionally, the study argues that leader credibility may be an important moderator. Testing the preregistered hypotheses, the study finds support for a statistically significant effect of changes in inclusive leadership on changes in inclusive climate. Contrary to expectations, leader credibility does not appear to moderate the relationship. The study suggests that inclusive leadership is relevant to promote inclusive climates across different contexts.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"12 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142360533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1177/0734371x241271275
Christopher A. Cooper, Luc Turgeon
Although approximately a quarter of the world’s countries are officially bilingual or multilingual, the relationship between linguistic diversity and human resource management has largely been overlooked. This article advances research by theoretically considering, and empirically investigating, whether public servants’ ability to use their official language of choice at work is related to their turnover intentions, and whether this relationship is moderated by one’s linguistic minority status. Analysis of survey data from Canada’s full-time permanent public service shows a statistically significant and substantive relationship between public servants’ ability to use their official language of choice at work and their internal and external turnover intentions. Moreover, the results from various hierarchical sequential multivariate models, which build-up to control for employees’ personal characteristics and work environment, suggest that the relationship language of use has with turnover intention is important regardless of whether one is a linguistic minority or a linguistic majority.
{"title":"Linguistic Diversity and Public Servants’ Turnover Intentions: Theory and Analysis From a Multilingual State","authors":"Christopher A. Cooper, Luc Turgeon","doi":"10.1177/0734371x241271275","DOIUrl":"https://doi.org/10.1177/0734371x241271275","url":null,"abstract":"Although approximately a quarter of the world’s countries are officially bilingual or multilingual, the relationship between linguistic diversity and human resource management has largely been overlooked. This article advances research by theoretically considering, and empirically investigating, whether public servants’ ability to use their official language of choice at work is related to their turnover intentions, and whether this relationship is moderated by one’s linguistic minority status. Analysis of survey data from Canada’s full-time permanent public service shows a statistically significant and substantive relationship between public servants’ ability to use their official language of choice at work and their internal and external turnover intentions. Moreover, the results from various hierarchical sequential multivariate models, which build-up to control for employees’ personal characteristics and work environment, suggest that the relationship language of use has with turnover intention is important regardless of whether one is a linguistic minority or a linguistic majority.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"383 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142166133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1177/0734371x241274126
Gregory B. Lewis, Ximena Pizarro-Bore, M. Blake Emidy
Discretionary rewards can motivate employees but increase social inequity. Before the COVID-19 pandemic, when supervisors had substantial discretion over whether and how frequently U.S. federal employees teleworked, those who did so several times a week liked most aspects of their jobs more than those who teleworked less, especially those who were denied telework. Though telework became a necessity rather than a reward during the pandemic, supervisor discretion is increasing during the return-to-the-office period, making unequal access to telework a potential site of social inequity. Using logit analysis on the Federal Employee Viewpoint Survey (FEVS) before and during the pandemic, we examine how race, sex, disability status, and sexual orientation affected who was denied telework and how job characteristics affected those decisions. Black, Latino, and younger employees and employees with disabilities were more likely to have telework requests turned down; differences by gender and sexual orientation barely existed.
{"title":"Who Gets Denied Telework in the U.S. Federal Service?","authors":"Gregory B. Lewis, Ximena Pizarro-Bore, M. Blake Emidy","doi":"10.1177/0734371x241274126","DOIUrl":"https://doi.org/10.1177/0734371x241274126","url":null,"abstract":"Discretionary rewards can motivate employees but increase social inequity. Before the COVID-19 pandemic, when supervisors had substantial discretion over whether and how frequently U.S. federal employees teleworked, those who did so several times a week liked most aspects of their jobs more than those who teleworked less, especially those who were denied telework. Though telework became a necessity rather than a reward during the pandemic, supervisor discretion is increasing during the return-to-the-office period, making unequal access to telework a potential site of social inequity. Using logit analysis on the Federal Employee Viewpoint Survey (FEVS) before and during the pandemic, we examine how race, sex, disability status, and sexual orientation affected who was denied telework and how job characteristics affected those decisions. Black, Latino, and younger employees and employees with disabilities were more likely to have telework requests turned down; differences by gender and sexual orientation barely existed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"48 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142166132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/0734371x241261083
Javier Fuenzalida, Laura L. Gutiérrez, Andrés Fernández-Vergara, Pablo A. González
Occupational stress and burnout remain largely unexplored as red tape repercussions, even though they can jeopardize public servants’ wellbeing, motivation, and performance. Using a survey experiment with 354 school principals conducted between November 2018 and January 2019 in Chile, we provide evidence that red tape foments burnout risks. More red tape increases emotional exhaustion, depersonalization, and a sense of low personal accomplishment, while cutting red tape reduces emotional exhaustion but does not attenuate depersonalization and low personal accomplishment. These experimental results further prior observational findings about employee responses to red tape and are particularly pertinent for public services struggling with effectively cutting red tape.
{"title":"Red Tape and Burnout Risks in the Public Service: Evidence From a Survey Experiment of School Principals","authors":"Javier Fuenzalida, Laura L. Gutiérrez, Andrés Fernández-Vergara, Pablo A. González","doi":"10.1177/0734371x241261083","DOIUrl":"https://doi.org/10.1177/0734371x241261083","url":null,"abstract":"Occupational stress and burnout remain largely unexplored as red tape repercussions, even though they can jeopardize public servants’ wellbeing, motivation, and performance. Using a survey experiment with 354 school principals conducted between November 2018 and January 2019 in Chile, we provide evidence that red tape foments burnout risks. More red tape increases emotional exhaustion, depersonalization, and a sense of low personal accomplishment, while cutting red tape reduces emotional exhaustion but does not attenuate depersonalization and low personal accomplishment. These experimental results further prior observational findings about employee responses to red tape and are particularly pertinent for public services struggling with effectively cutting red tape.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"52 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141880316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/0734371x241266117
Glenn Houtgraaf, Emma Ropes
Public servants’ creativity is the origin of innovations, improvements and solutions to policies/services and crucial to serving public interests. Public servants, however, differ strongly in pioneering creativity—proactive generation of radical and original ideas. Using SEM on Flitspanel cross-sectional survey data from 930 Dutch public servants, this preregistered study tested hypotheses that this results from public servants being required to creatively “think outside-the-box” whilst remaining “inside-the-box” of formalized rules/procedures; a struggle that may demotivate and hamper pioneering creativity. Evidence is found for negative relations between formalization and two dimensions of pioneering creativity and positive relations between intrinsic motivation and all three dimensions of pioneering creativity, though no evidence is found for a mediation indicating that formalization hampers creativity through demotivation. Findings provide a detailed and nuanced understanding of how public servants’ creativity appears affected by formalization and motivation, how these concepts interrelate in the public sector, indicating corresponding HR strategies/tactics.
公务员的创造力是政策/服务创新、改进和解决方案的源泉，对服务公众利益至关重要。然而，公务员在开创性创造力--积极主动地提出激进和原创性想法--方面存在很大差异。这项预先登记的研究利用 SEM 对 930 名荷兰公务员的 Flitspanel 横向调查数据进行了假设检验，结果表明，公务员需要创造性地 "跳出框框思考"，同时又要 "在框框内 "遵守正式的规则/程序；这种斗争可能会削弱和阻碍开拓性创造力。有证据表明，形式化与开拓性创造力的两个维度之间存在负相关，而内在动机与开拓性创造力的所有三个维度之间存在正相关，但没有证据表明形式化会通过挫伤积极性来阻碍创造力的发挥。研究结果提供了对公务员的创造力如何受到正规化和激励的影响、这些概念在公共部门中的相互关系以及相应的人力资源战略/策略的详细而细致的理解。
{"title":"Thinking “Outside the Box” Whilst Remaining “Inside the Box”: Do Rules and Procedures Demotivate Creativity and Innovation in the Public Sector?","authors":"Glenn Houtgraaf, Emma Ropes","doi":"10.1177/0734371x241266117","DOIUrl":"https://doi.org/10.1177/0734371x241266117","url":null,"abstract":"Public servants’ creativity is the origin of innovations, improvements and solutions to policies/services and crucial to serving public interests. Public servants, however, differ strongly in pioneering creativity—proactive generation of radical and original ideas. Using SEM on Flitspanel cross-sectional survey data from 930 Dutch public servants, this preregistered study tested hypotheses that this results from public servants being required to creatively “think outside-the-box” whilst remaining “inside-the-box” of formalized rules/procedures; a struggle that may demotivate and hamper pioneering creativity. Evidence is found for negative relations between formalization and two dimensions of pioneering creativity and positive relations between intrinsic motivation and all three dimensions of pioneering creativity, though no evidence is found for a mediation indicating that formalization hampers creativity through demotivation. Findings provide a detailed and nuanced understanding of how public servants’ creativity appears affected by formalization and motivation, how these concepts interrelate in the public sector, indicating corresponding HR strategies/tactics.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"79 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141880311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-29DOI: 10.1177/0734371x241266255
Chih-Wei Hsieh, Yijing Tong, Fei Liu, Mary E. Guy
There is uncertainty among emotional labor researchers as to when emotive expression leads to positive work outcomes and when it does not. This study uses the circumplex model of affect to test whether the answer lies in the interaction of display rules and emotive intensity. The model postulates that emotive experiences are two-dimensional, with gradations from positive to negative affect and from low to high intensity. The analysis uses display rules of social work, a frequent occupation in government and nonprofit services, to compare enthusiasm (high intensity), empathy (medium intensity), and calmness (low intensity). Results produce differential effects on organizational commitment and emotional exhaustion. Emotive expression has a beneficial effect when arousal is intense. Higher intensity leads to more commitment and less exhaustion. We conclude that emotive intensity is a missing link in the relationship between emotional labor and work outcomes. Implications for supervision, training, and development are discussed.
{"title":"Solving the Riddle of Emotional Labor: How Display Rules and Emotive Intensity Interact","authors":"Chih-Wei Hsieh, Yijing Tong, Fei Liu, Mary E. Guy","doi":"10.1177/0734371x241266255","DOIUrl":"https://doi.org/10.1177/0734371x241266255","url":null,"abstract":"There is uncertainty among emotional labor researchers as to when emotive expression leads to positive work outcomes and when it does not. This study uses the circumplex model of affect to test whether the answer lies in the interaction of display rules and emotive intensity. The model postulates that emotive experiences are two-dimensional, with gradations from positive to negative affect and from low to high intensity. The analysis uses display rules of social work, a frequent occupation in government and nonprofit services, to compare enthusiasm (high intensity), empathy (medium intensity), and calmness (low intensity). Results produce differential effects on organizational commitment and emotional exhaustion. Emotive expression has a beneficial effect when arousal is intense. Higher intensity leads to more commitment and less exhaustion. We conclude that emotive intensity is a missing link in the relationship between emotional labor and work outcomes. Implications for supervision, training, and development are discussed.","PeriodicalId":47609,"journal":{"name":"Review of Public Personnel Administration","volume":"66 1","pages":""},"PeriodicalIF":3.9,"publicationDate":"2024-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141794949","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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