The Effect of Emotional Labor on the Turnover Intention: The Mediating Role of Job Engagement and the Moderating Role of Authentic Leadership

<p>It is known in the business world that employees’ display of emotional labor in their relations with customers contributes to the success of the organization. Therefore, the aim of this study is to find out how the emotional dilemmas that employees experience affect their perceptions on job satisfaction and turnover intention and whether leader-member exchange has a moderating role on these relationships. In this respect, we performed a survey on the 371 employees of a company in Turkey. We used the scale developed by Diefendorff et al. (2005) to test emotional labor; the scale developed by Scandura and Graen (1984) to test leader-member exchange; the scale developed by Chen et al. (2009) to test job satisfaction and the scale developed by Scott et al. (1999) to test turnover intention. The all scales were measured valid and reliable for this sample group. In the hierarchical regression analyses, done to test the hypotheses, all variables were included in the model. According to the findings, emotional labor has a significant and positive direct effect on turnover intention and it has a significant and negative direct effect on job satisfaction. All these results taken into consideration, it was confirmed that when emotional labor increases, turnover intention also increases, and job satisfaction decreases. Furthermore, the moderating role of leader-member exchange between the relationship of emotional labor and turnover intention wasn’t approved; however, its moderating role between the relationship of emotional labor and job satisfaction was approved. To sum up, it is estimated that performing emotional labor is inevitable for organizational success and it is essential to develop new methods in order to prevent the negativities resulting from emotional dilemmas.</p>

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The effect of nepotism on tolerance to workplace incivility: mediating role of psychological contract violation and moderating role of authentic leadership

Leadership & Organization Development Journal ◽

10.1108/lodj-06-2019-0250 ◽

2020 ◽

Vol 41 (4) ◽

pp. 597-613 ◽

Cited By ~ 1

Author(s):

Hasan Evrim arici ◽

Huseyin Arasli ◽

Nagihan Cakmakoglu Arici

Keyword(s):

Psychological Contract ◽

Authentic Leadership ◽

Family Members ◽

Workplace Incivility ◽

Content Type ◽

Mediating Role ◽

Psychological Contract Violation ◽

Moderating Role ◽

Contract Violation

PurposeThis multilevel study investigates the effect of employees' perception of nepotism on tolerance to workplace incivility through the mediating role of psychological contract violation and the moderating role of authentic leadership in organizations.Design/methodology/approachUsing time-lagged data from 547 frontline employees working in four- and five-star hotels, this study's hypotheses were analyzed by conducting hierarchical regression analysis and hierarchical linear modelling.FindingsThe findings indicate that non-family members' perception of nepotism triggered perceived tolerance to the uncivil behavior of family members by the management and that this relationship between nepotism perception and tolerance to workplace incivility was mediated by psychological contract violation. In line with expectations, authentic leadership moderated the effect of nepotism perception on tolerance to workplace incivility.Originality/valueThis study is among the first to examine the effects of nepotism perception on tolerance to workplace incivility by focusing on the mediator role of psychological contract violation at the individual level and the moderator role of authentic leadership at the group level.

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A moderated mediation model of the relationship between organizational justice and turnover intention

International Journal of Organizational Analysis ◽

10.1108/ijoa-06-2018-1448 ◽

2019 ◽

Vol 27 (4) ◽

pp. 1073-1092 ◽

Cited By ~ 1

Author(s):

Emre Burak Ekmekcioglu ◽

Enver Aydogan

Keyword(s):

Organizational Justice ◽

Psychological Contract ◽

Turnover Intention ◽

Mediation Model ◽

Content Type ◽

Mediating Role ◽

Moderated Mediation Model ◽

The Relationship ◽

Moderating Role

Purpose The purpose of this study is to examine the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderating role of psychological contract fulfillment (PCF) in those relationships. Design/methodology/approach Data were collected from 339 employees of a financial institution in Turkey. Regression analyses were conducted to investigate a moderated mediation model. Findings This study found that OI was partially mediated the relationship between OJ and TI. The results also indicated that the indirect effect of OJ on TI through OI was moderated by PCF. Research limitations/implications The generalizability of the findings is limited. As this study is cross-sectional, causal inferences cannot be inferred regarding the hypothesized relationships. Practical implications To reduce TI, organizations should ensure the fair allocation of resources and rewards among employees. Moreover, organizations should pay attention to the expectations of employees and the promises made to them in an attempt to fulfill psychological contract obligations. Originality/value This study explores the mediating role of OI in the relationship between OJ and TI. In addition, this research sheds light on the moderating role of PCF in this mediation model.

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Authentic Leadership and Employee Voice: Roles of Obligation Perception and Power Distance Orientation

Business and Management Research ◽

10.5430/bmr.v9n3p25 ◽

2020 ◽

Vol 9 (3) ◽

pp. 25

Author(s):

Hung-Yi Liao ◽

Kang-Hwa Shaw

Keyword(s):

Authentic Leadership ◽

Power Distance ◽

Employee Voice ◽

Future Directions ◽

Power Distance Orientation ◽

Mediating Role ◽

Managerial Implications ◽

The Relationship ◽

Moderating Role

Based on social learning theory, this paper investigated the relationship between authentic leadership and employee voice as well as the mediating role of felt obligations for change, and the moderating role of power distance orientation. Using a questionnaire survey, we collected employee data in China, and obtained 183 usable responses to test our hypotheses. The results show that authentic leadership is positively related to employee voice, authentic leadership positively influences felt obligations for change, and felt obligations for change mediates the relationship between authentic leadership and employee voice. Further, power distance orientation moderates the influence of authentic leadership on felt obligations for change. Theoretical implications, managerial implications, and future directions are discussed.

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