hier wird wissen wirklichkeit the psychology of service: interacting with customers and clients part...
TRANSCRIPT
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Hier wird Wissen Wirklichkeit
The Psychology of Service: Interacting with Customers and Clients
Part I
Dieter Zapf
Valencia
12th March 2008
Johann Wolfgang Goethe-UniversitätFrankfurt am Main
Fachbereich Psychologie und Sportwissenschaften Institut für PsychologieUniversität Frankfurt, Institut für Psychologie, 60054 Frankfurt Arbeits- & Organisationspsychologie
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Dieter Zapf2 Hier wird Wissen Wirklichkeit
Content
1. What is service?
2. Emotional labour – emotion work
3. Emotional job requirements
4. Antecedents of Emotion Work and Emotional Job Requirements
5. Emotional Job Requirements and Well-being at Work
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Dieter Zapf3 Hier wird Wissen Wirklichkeit
Increased Importance of Service Work
0
10
20
30
40
50
60
70
1950 1999
in %
Primary Sector (Agriculture)
Secondary Sector (Industries)
Tertiary Sector (Service)
(Source: Statistisches Bundesamt, 1999)
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Dieter Zapf4 Hier wird Wissen Wirklichkeit
1. What is Service?
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Dieter Zapf5 Hier wird Wissen Wirklichkeit
What is Service?
A problem of a customer is solved or a need is satisfied
Not production of a product, but adding something to a product or
changing a product
The process is in parts intangible
Normally, there is no mutual obligation between the partners of the
service interaction
There is a social interaction between a service provider and a
customer or client either face-to-face or mediated by electronic
media such as telephone
The interaction itself is part of service delivery. Therefore it has to
satisfy certain requirements
Corsten (1997); Nerdinger (1994)
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Dieter Zapf6 Hier wird Wissen Wirklichkeit
Human Service Work
The customers/clients themselves are the subject-matter of service performance
This includes a direct impact on
Cognitive/intellectual,
emotional or
Physical
aspects of a person.
Examples: Physicians, nurses, teachers, social workers, hairdressers
Coincidence of production and consumption with regard to time and location: the
uno-actu-principle
The client has to ‘co-operate’ to make the service successful:
Co-Production
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Dieter Zapf7 Hier wird Wissen Wirklichkeit
2. Emotional Labour
Emotion Work
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Dieter Zapf8 Hier wird Wissen Wirklichkeit
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Dieter Zapf9 Hier wird Wissen Wirklichkeit
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Dieter Zapf10 Hier wird Wissen Wirklichkeit
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Dieter Zapf11 Hier wird Wissen Wirklichkeit
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Dieter Zapf12 Hier wird Wissen Wirklichkeit
Smiling and
humour is good for
our well-being
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Dieter Zapf13 Hier wird Wissen Wirklichkeit
Smiling and
humour is good for
our well-being
However: being
EXPECTED to smile
all day is a different
story!
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Dieter Zapf14 Hier wird Wissen Wirklichkeit
Emotion Work / Emotional Labour
Occurs in interactions with customers or clients
Organisations expect that employees behave in a certain
way in these interactions
This implies to display certain emotions based on so-called
display rules
The ‘friendly smile’ becomes a job
requirement!
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Dieter Zapf15 Hier wird Wissen Wirklichkeit
First study of sociologist Arlie Russel Hochschild (1983):
Flight Attendants of Delta Airlines
Business man: Let’s have a smile.
Flight attendant: Okay. I’ll tell you what, first you smile and then
I’ll smile, okay?
Business man: smiles
Flight attendant: Good. Now hold that for 15 hours. walks away
Emotion Work / Emotional Labour
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Dieter Zapf16 Hier wird Wissen Wirklichkeit
Defined as
the paid work which
requires the regulation of one’s own emotions
to display an organisationally desired emotion in mimics, gestures and voice,
independent of whether or not this corresponds to the inner feelings (after Hochschild, 1983)
Emotion Work / Emotional Labour
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Dieter Zapf17 Hier wird Wissen Wirklichkeit
Framework Models of
Rafaeli & Sutton (1987)
Morris & Feldman (1996)
Grandey (2000)
Emotion Work / Emotional Labour
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Dieter Zapf18 Hier wird Wissen Wirklichkeit
Framework Model of Service Work in Organisations
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration, Quality
of Service Interactions
Regulation problems (job stressors)
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Dieter Zapf19 Hier wird Wissen Wirklichkeit
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration, Quality
of Service Interactions
Regulation problems (job stressors)
Ante-cedents
Con-sequences
Work Process
Cognitive/Motivational/emotional regulation
Job Require-ments
Framework Model of Service Work in Organisations
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Dieter Zapf20 Hier wird Wissen Wirklichkeit
3. Emotional Job Requirements
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Dieter Zapf21 Hier wird Wissen Wirklichkeit
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration, Quality
of Service Interactions
Regulation problems (job stressors)
Emotional DemandsRequirements
Behaviour Requirement Approach of Hackman (1970)
Framework Model of Service Work in Organisations
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Dieter Zapf22 Hier wird Wissen Wirklichkeit
Job Demands in the History of Work Psychology
Physical Demands
Cognitive Demands
Emotional Demands
“Muscles Work“, Environmental factors (noise, heat, etc.)
Activation of cognitive resources; action control: goal setting, planning, execution, feedback processing
Activation of emotional resources; perception, appraisal, display and control of emotions
In Service Occupations:
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Dieter Zapf23 Hier wird Wissen Wirklichkeit
Dimensions of Emotion Work - Emotional Requirements
Requirement to display positive emotions
Item example: „Does it occur in your job that you have to express pleasant emotions towards clients?” (very often – very rarely/never)
Requirement to display negative emotions
Item example: „Does it occur in your job that you have to express unpleasant emotions towards clients?” (very often – very rarely/never)
Requirement to display neutrality
Item example: „How often do you yourself have to come across as being neutral and impartial when dealing with clients?” (very often – very rarely/never)
Requirement to display sympathy emotions
Item example: „Please mark how often you are required to display them when working with clients - sympathy” (very often – very rarely/never)
Requirement to be sensitive to emotions of others
Item example: „Is it important in your job to know, how clients feel?” (very often – very rarely/never)
Instrument: Frankfurt Emotion Work Scales FEWS 4.2Zapf, Werner, Holz, Fischbach & Dormann (submitted)
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Dieter Zapf24 Hier wird Wissen Wirklichkeit
Emotional Dissonance
The requirement of the organisation to display emotions in interactions with customers, clients, students, etc. in mimics, gestures and voice which are not felt in that particular moment.
The dissonance between displayed and felt emotions (Rafaeli & Sutton, 1987)
Item examples“How often does it occur in your job that one has to display positive emotions while feeling indifferent?”
“How often does it occur in your job that one has to display positive emotions which do not correspond to what is felt in this situation?”
Instrument: Frankfurt Emotion Work Scales FEWS 4.2Zapf, Werner, Holz, Fischbach & Dormann (submitted)
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Dieter Zapf25 Hier wird Wissen Wirklichkeit
Emotion Work Control
Autonomy with regard to display rules end emotional requirements
Item examples“How often can you decide for yourself on as to which emotions to display towards the client? ?”
“Person A has strict instructions from the company on how to deal with his/her own feelings and those of the clients.
Person B has hardly any instructions from the company on how to deal with either his/her own feelings nor those of the clients
Which one of these two jobs is most similar to yours? ”
Instrument: Frankfurt Emotion Work Scales FEWS 4.2Zapf, Werner, Holz, Fischbach & Dormann (submitted)
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Dieter Zapf26 Hier wird Wissen Wirklichkeit
Emotion Work in Call Centers and other Service and Non-Service Jobs
1,51,71,92,12,32,52,72,93,13,33,53,73,94,14,34,5
PositiveEmotions
NegativeEmotions
SensitivityRequirements
EmotionalDissonance
Call Centers No Services Services Human Services
Emotion Work in Service Branches
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Dieter Zapf27 Hier wird Wissen Wirklichkeit
Emotion Work in Different Service Branches
1,50
2,00
2,50
3,00
3,50
4,00
4,50
Positive E Sympathy E Negative E Neutrality Sensitivity R E W Control EmotionalDissonance
InsuranceRetailSocial affairsHospitalSocial WSecurityTravel ATeachersCall Centres
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Dieter Zapf28 Hier wird Wissen Wirklichkeit
1,50
2,00
2,50
3,00
3,50
4,00
4,50
Positive E Sympathy E Negative E Neutrality Sensitivity R E W Control EmotionalDissonance
Social Workers
Call Centres
Emotion Work in Different Service Branches
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Dieter Zapf29 Hier wird Wissen Wirklichkeit
Emotion Work – Desired Emotions
1,00
1,50
2,00
2,50
3,00
3,50
4,00
4,50
5,00Several times/hour
Several times/day
Once/day
Once/week
seldom/never
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Dieter Zapf30 Hier wird Wissen Wirklichkeit
4. Antecedents of Emotion Work
and
Emotional Job Requirements
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Dieter Zapf31 Hier wird Wissen Wirklichkeit
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration,
Social Qualityof Service Interactions
Regulation problems (job stressors)
Antecedents of Emotion WorkAntecedents of Emotion Work
Framework Model of Service Work in Organisations
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Dieter Zapf32 Hier wird Wissen Wirklichkeit
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration, Quality
of Service Interactions
Regulation problems (job stressors)
Emotional DemandsRequirements
Behaviour Requirement Approach of Hackman (1970)
Antecedents of Emotion Work ?
Framework Model of Service Work in Organisations
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Dieter Zapf33 Hier wird Wissen Wirklichkeit
Relation between Antecedents and Emotion Work : Cross-sectional Study
Positive emotions
Sympathy emotions
Negative emotions
Sensitivity requiremen
t
Emotional dissonance
Step 1 β β β β β
total Time .32 ** .18 ** .14 ** .20 ** .28 **
Display rules .19 ** .15 ** -.07 ** .11 ** .08 **
Mean duration .01 .14 ** .16 ** .17 ** -.12 **
Task complex .02 .23 ** .28 ** .28 ** .15 **
F 65.33 ** 60.24 ** 60.39 ** 80.59 ** 40.45 **
R2 15.9 14.9 14.9 18.9 10.5
Step 2
Negative quality of interaction
.13 ** .26 ** .40 ** .22 ** .45 **
F 27.20 ** 106.41** 288.15 ** 80.62 ** 382.29 **
ΔR2 1.6 6.1 14.7 4.5 19.4
R2 17.5 21.1 29.6 23.3 29.8
Field study: 6 service organisations; N=1391
Zapf, Werner, Holz, Fischbach & Dormann (submitted)
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Dieter Zapf34 Hier wird Wissen Wirklichkeit
Experimental Simulation of a Call Centre
Situation
Experimental Group: be friendly!
Control Group: be authentic!
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Dieter Zapf35 Hier wird Wissen Wirklichkeit
The Effect of Display Rules on Emotional Dissonance: Experimental Study
4,20
2,33
1
1,5
2
2,5
3
3,5
4
4,5
Friendly Authentic
t=7,70; p<.01; d=3.55Experiment 2: Call centre agent in a recruitment agency for students; N=18
Fischbach & Zapf (2005)
Quality of interactionInteraction timeDuration Held constantComplexity
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Dieter Zapf36 Hier wird Wissen Wirklichkeit
5. Emotional Job Requirements
and Well-being at Work
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Dieter Zapf37 Hier wird Wissen Wirklichkeit
Secondary Task
Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance
Redefinition Internal Task
Redefined Goals
Primary Task
Cognitive Regulation RequirementsE.g. Complexity
CognitiveAction Regulation
Goal Specification, Planning,Monitoring, Feedback
Emotion regulation
AutomatedEmotion regulation
surface actingdeep acting
Emotional deviance
Object-oriented Sub-Goals
Secondary taskparallel to primary task
Automatisation
• Occupational IdentitySocialisationPersonalityEmotionalCompetencies
Performance
Well-being
Service Organisation
Work Task
Organisational Goals
Customer Orientation
Display rules
External Tasks
••••
Regulation of Work Behaviour
Consequences
Customers
Frequency, Duration, Quality
of Service Interactions
Regulation problems (job stressors)
Emotional DemandsRequirements
Behaviour Requirement Approach of Hackman (1970)
?
Framework Model of Service Work in Organisations
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Dieter Zapf38 Hier wird Wissen Wirklichkeit
Burnout
Burnout(Maslach Burnout Inventory)
Emotional Exhaustion
the feeling of being burnt out and frustrated; working with people is perceived as very effortful
Depersonalization
the tendency to treat clients like objects; becoming indifferent and apathetic with regard to clients
Personal Accomplishment
the feeling of having energy to do things and of being able to meet one’s aspirations
Emotional Labour
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Dieter Zapf39 Hier wird Wissen Wirklichkeit
Hochschild (1983):
High load of Emotion Work
Emotional Dissonance
Alienation of one’s Feelings
Psychological Strain Psychosomatic complaints, alcohol problems, sexual problems
Emotion Work has Negative Effects
Negative Effects of Emotion Work
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Dieter Zapf40 Hier wird Wissen Wirklichkeit
Positive Effects of Emotion Requirements
Affiliation needs are met
Recognition, status
Experience of successful interaction, feelings of self efficacy
Positive reaction in return
Facial feedback hypothesis: Display of positive emotions induces
positive feelings
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Dieter Zapf41 Hier wird Wissen Wirklichkeit
Relations between Emotion Work and Burnout
Service Sample (Kindergarden, Hotels, Banks, Call Center, Social workers (N=1032)
Italic and in parentheses:
representative sample (N=405)
Neuroticism
PositiveEmotions
NegativeEmotions
Sensitiv.Requirem
EmotionalDissonance
Personl.Accompl
EmotionalExhaustion
Deperso-nalisation
.51 ( ).61
.48 ( ).44 .39 ( ).47
-.24 (-.32)
.18(.21)
.10
.28(.34)
.11 (.12 p<.10)
.33(.42)
-.06.11
(-.08n.s.)
.08 (.15)
.25 (.09n.s.)
.23 (.16)
.35 (.34)
.11(.06; n.s.)
-.09 (-.21 ). .39 (.43)
-.12 (-.19)
-.07
from: Zapf & Holz (2006, EJWOP)
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Dieter Zapf42 Hier wird Wissen Wirklichkeit
Relations between Emotion Work and Burnout
Service Sample (Kindergarden, Hotels, Banks, Call Center, Social workers (N=1032)
Italic and in parentheses:
representative sample (N=405)
from: Zapf & Holz (2006, EJWOP)
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Dieter Zapf43 Hier wird Wissen Wirklichkeit
Why is Emotional Dissonance Interesting?
Although hypothesised, emotional demands did not play a role in empirical studies in the prediction of burnout for a long time (see., e.g., Lee & Ashforth, 1996; Schaufeli & Enzmann, 1998)
Quantitative indicators describing interactions with customers (no. of customers, frequency of service interaction; time working with customers or clients) tended to show no correlation with burnout (Schaufeli & Enzmann, 1998; Zapf, 2002)
Qualitative indicators such as verbal customer aggression predict burnout are strong predictors (Dormann & Zapf, 2004), but are of relevance only for a minority (<20%; i.e., many report not to be exposed to customer aggression)
In contrast, emotional dissonance is a sensitive qualitative indicator to describe service interactions
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Dieter Zapf44 Hier wird Wissen Wirklichkeit
The Status of Emotional Dissonance
Is Emotional Dissonance
a Stressor or
a Stress Reaction?
A characteristic of the situation/ environment that has an impact on the individual
An individual reaction elicited by a stressor and as such a characteristic of
the individual
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Dieter Zapf45 Hier wird Wissen Wirklichkeit
The Status of Emotional Dissonance
•Emotional Dissonance as job requirement (Hackman, 1971)
4-dimensional model of Morris & Feldman (1996) Pugliesi (1999): self-focused emotional labour Abraham (1998): Difference scores Schaubroeck & Jones (2000): requirement to suppress negative emotional efference Zapf et al., (1999): regulation problem
•Emotional Dissonance as psychological/behavioural strategy
Brotheridge & Lee (2003) and Brotheridge & Grandey (2002): surface acting and deep acting
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Dieter Zapf46 Hier wird Wissen Wirklichkeit
The Status of Variables in the Stress Process
Situation AppraisalCoping/
BehaviourOutcome
ReappraisalHow often in your job do you have to display emotions that do not agreewith your true
feelings?
How much do you feel
hampered by having to express
emotions you don’t feel?
I feel exhausted because I have to express emotions which I don‘t feelHow often do
you express emotions which you do not feel
at that moment?
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Dieter Zapf47 Hier wird Wissen Wirklichkeit
How can the Status of Emotional Dissonance as a Job Requirement be Justified
Emotion theory: Inter-individual differences stronger for regulation, but less for the experience of emotion
Emotional dissonance can be induced in experiments
Emotional Dissonance depends on
The frequency of interactions
Existence and Monitoring of display rules
Autonomy with regard to display rules
Quality of service interaction (conflicts, negative customer behaviour)
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Dieter Zapf48 Hier wird Wissen Wirklichkeit
What we know so far about Emotional Dissonance and Burnout ...
In cross-sectional studies, emotional dissonance is associated with emotional exhaustion (around .30) and depersonalisation (around .30) (Zapf, 2002, HRMR)
But there is a lack of longitudinal field studies which allow the investigation of cause and effect
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Dieter Zapf49 Hier wird Wissen Wirklichkeit
Hypotheses: Causal and Reversed Effects
According to Hochschild (1983): Causal Effects
Reverse Effects: Employees under strain are less able to show the required positive emotions. Thus strain increases emotional dissonance
Emotion work
Requirem.
Emotional Dissonance
Strain
StrainEmotional Dissonance
Emotion work
Requirem.
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Dieter Zapf50 Hier wird Wissen Wirklichkeit
Instruments
Frankfurt Emotion Work Scales (FEWS 4.0, Zapf et al., 1999; 2005)
The Requirement to Display Positive Emotions refer to the requirement to show pleasant emotions (e.g. "In your job how often does it occur that you have to display pleasant emotions towards your clients?").
The Requirement to Display Negative Emotions This scale asks for the necessity of displaying and dealing with unpleasant emotions (example item: "How often does it occur in your job that you have to display unpleasant emotions towards your clients?").
Sensitivity Requirements
This scale examines whether empathy or knowledge about clients' current feelings are required by the job (e.g. "Does your job require paying attention to the feelings of your clients?").
Emotional Dissonance
refers to the display of unfelt emotions and to the suppression of felt but organizationally undesired emotions (e g. "How often does it occur in your job that one has to display positive emotions which do not correspond to what is felt in this situation?”)
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Dieter Zapf51 Hier wird Wissen Wirklichkeit
Maslach Burnout Inventory MBI, German version, Büssing & Perrar, 1992
Emotional Exhaustion
the feeling of being burnt out and frustrated; working with people is perceived as very effortful
Depersonalization
the tendency to treat clients like objects; becoming indifferent and apathetic with regard to clients
Personal Accomplishment
the feeling of having energy to do things and of being able to meet one’s aspirations
Instruments
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Dieter Zapf52 Hier wird Wissen Wirklichkeit
Sample
Municipal youth and social welfare office of one of Germany’s large cities; (N=151): administrative staff, social workers (“paper work”)
Hospital (N=54): Nurses, Physicians, administrative staff
Total sample: N=205 Men age: 42 years at time 1 Women: 68%, Men: 32%
Sample for LISREL analyses due to listwise deletion: N=188
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Dieter Zapf53 Hier wird Wissen Wirklichkeit
Correlation between Emotion Work and Burnout
Pos Emo Neg Emo Sensitivity Emo Dis Emo Exh Pers Acc Depersonals
Pos Emo T1 1,00T2 1,00 p<.01 for r>.17T3 1,00
Neg Emo T1 0,13 1,00 p<.05 for r>.13T2 0,09 1,00T3 0,18 1,00 198 < N < 202
Sensitivity T1 0,57 0,26 1,00T2 0,57 0,26 1,00T3 0,60 0,25 1,00
Emo Dis T1 0,27 0,50 0,41 1,00T2 0,18 0,47 0,39 1,00T3 0,29 0,46 0,37 1,00
Emo Exh T1 -0,07 0,40 0,05 0,46 1,00T2 -0,05 0,35 0,17 0,47 1,00T3 -0,04 0,33 0,07 0,43 1,00
Pers Acc T1 0,32 -0,07 0,28 -0,01 -0,36 1,00T2 0,33 -0,08 0,27 -0,15 -0,34 1,00T3 0,43 0,06 0,36 0,01 -0,29 1,00
Depersonals T1 -0,18 0,41 -0,06 0,40 0,61 -0,24 1,00T2 -0,17 0,50 0,08 0,47 0,67 -0,23 1,00T3 -0,06 0,50 0,06 0,49 0,75 -0,22 1,00
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Dieter Zapf54 Hier wird Wissen Wirklichkeit
Measurement Model
E Dis 1
E Exh 1
E Dis 2
E Exh 2
E Dis 3
E Exh 3
ED11 ED12 ED21 ED22 ED31 ED32
EE11 EE12 EE21 EE22 EE31 EE32
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Dieter Zapf55 Hier wird Wissen Wirklichkeit
Effects of Positive Emotions and Emotional Dissonance on Burnout
Pos E 1
E Dis 1
E Exh 1
P Acc 1
Pos E 2
E Dis 2
E Exh 2
P Acc 2
Pos E 3
E Dis 3
E Exh 3
P Acc 3
Baseline Model
Time 1 Time 2 Time 3
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Dieter Zapf56 Hier wird Wissen Wirklichkeit
Pos E 1
E Dis 1
E Exh 1
P Acc 1
Pos E 2
E Dis 2
E Exh 2
P Acc 2
Pos E 3
E Dis 3
E Exh 3
P Acc 3
Conceptual Model
Time 1 Time 2 Time 3
Effects of Positive Emotions and Emotional Dissonance on Burnout
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Dieter Zapf57 Hier wird Wissen Wirklichkeit
Pos E 1
E Dis 1
E Exh 1
P Acc 1
Pos E 2
E Dis 2
E Exh 2
P Acc 2
Pos E 3
E Dis 3
E Exh 3
P Acc 3
Time 1 Time 2 Time 3
Reversed Causation Model 1: Exh E Dis
Effects of Positive Emotions and Emotional Dissonance on Burnout
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Dieter Zapf58 Hier wird Wissen Wirklichkeit
Pos E 1
E Dis 1
E Exh 1
P Acc 1
Pos E 2
E Dis 2
E Exh 2
P Acc 2
Pos E 3
E Dis 3
E Exh 3
P Acc 3
Reversed Causation Model 2: All Effects Reversed
Time 1 Time 2 Time 3
Effects of Positive Emotions and Emotional Dissonance on Burnout
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Dieter Zapf59 Hier wird Wissen Wirklichkeit
Model Comparison
Model 2 (d.f.=203) AICAIC= 2 + 2t
t: no. of estimated parameters
Baseline (d.f.=212) 341,60 517,60
Conceptual 264,05 458,05
Exhaustion causes dissonance 276,45 470,45
All Effects reversed 281,27 475,27
2 (d.f.=9, p<.05) = 16,92
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Dieter Zapf60 Hier wird Wissen Wirklichkeit
Effects of Positive Emotions and Emotional Dissonance on Burnout
Pos E 1
E Dis 1
E Exh 1
P Acc 1
Pos E 2
E Dis 2
E Exh 2
P Acc 2
Pos E 3
E Dis 3
E Exh 3
P Acc 3
.30
.36
.62
n.s. -.14
-.42
.88 .91
.80 .77
.61 .60
.59 .63.14
.23
-.28
.14
.25
-.15.27
Time 1 Time 2 Time 3
GFI = .89 okAGFI = .84 okNFI = .92 NNFI = .97 CFI = .98 RMSEA = .040
SRMR = .076
-.12
Zapf, Holz, Dollard & Werner (submitted)
Results from a 3-wave Longitudinal Study
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Dieter Zapf61 Hier wird Wissen Wirklichkeit
Effects of Sensitivity Requirements and Emotional Dissonance on Burnout
Sens 1
E Dis 1
E Exh 1
P Acc 1
Sens 2
E Dis 2
E Exh 2
P Acc 2
Sens 3
E Dis 3
E Exh 3
P Acc 3
.46
.37
.51
-.44
.83 .70
.71 .72
.76 .56
.58 .65.15
.14
-.30
.19
.24
-.17.23
.17
Time 1 Time 2 Time 3
Zapf, Holz, Dollard & Werner (submitted)
Results from a 3-wave Longitudinal Study
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Dieter Zapf62 Hier wird Wissen Wirklichkeit
Effects of Negative Emotions and Emotional Dissonance on Burnout
Neg E 1
E Dis 1
E Exh 1
P Acc 1
Neg E 2
E Dis 2
E Exh 2
P Acc 2
Neg E 3
E Dis 3
E Exh 3
P Acc 3
.56
-.08ns
.56
ns -.11
-.39
.80 .48
.71 .79
.63 .61
.64 .72.07
.20
-.29
.23
-.17.13
Time 1 Time 2 Time 3
.44
.19 .29 -.01 ns
Chi2 = 241.52, df=202, p=.03GFI = .90 okAGFI = .86 okNFI = .93 NNFI = .98 CFI = .98 RMSEA = .032 SRMR = .059
Zapf, Holz, Dollard & Werner (submitted)
Results from a 3-wave Longitudinal Study
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Dieter Zapf63 Hier wird Wissen Wirklichkeit
Experimental Simulation of a Call Centre
Situation
Experimental Group: be friendly!
Control Group: be authentic!
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Dieter Zapf64 Hier wird Wissen Wirklichkeit
Method
Experimental simulation of a call centre situation
Anger induction: A customer complaint in a call centre of German Railway (the customer was a confederate of the experimenters, semi-standardized dialog)
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Dieter Zapf65 Hier wird Wissen Wirklichkeit
Method
Sample: 82 women (19-55 years), mainly psychology students
Experiment:
Authentic behaviour
Friendly behaviour
Trait Anger (-)* N = 20 N = 20
Trait Anger (+)* N = 21 N = 21
* Median split of the State-Trait-Anger Inventory, German version (STAXI, Schwenkmezger et al., 1992)
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Dieter Zapf66 Hier wird Wissen Wirklichkeit
Method
Instruments:
• State-Trait Anger Inventory STAXI (German version: Schwenkmezger, Hodapp, 1993)• Surface acting, deep acting, venting (adapted from Grandey, 2003)• PANAS Negative Affectivity NA scale German version (Krohne et al., 1992)• Heart rate• Verbal fluency: observer rating (trained observers rated videos of the experiment) (Interrater agreement 83%) • Memory test: participants were asked for standardised information provided by the confederate in the experiment (how much information recalled; e.g.: where did the customer want to travel?
How much money was she charged?, etc.): % of correct answers
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Hier wird Wissen Wirklichkeit
0,36
1,09
1,47
1,63
0,76
1,761,86
0,86
0
0,2
0,4
0,6
0,8
1
1,2
1,4
1,6
1,8
2
EmotionalDissonance
Surface Acting Deep Acting Venting
AuthenticFriendly
Manipulation Check
2=12.71, p<.01
F (1;78)=23.56, p<.001
F (1;78)=17.81, p<.001
F (1;78)=6.42, p<.01
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Hier wird Wissen Wirklichkeit
Changes in State NA rate before and after the experiment
Hypothesis 1: Emotion regulation results in a higher level of state-negative affectivity
1,29
1,43
1
1,05
1,1
1,15
1,2
1,25
1,3
1,35
1,4
1,45
1,5
State NA
Authentic
Friendly
n.s.
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Dieter Zapf69 Hier wird Wissen Wirklichkeit
1,00
0,44
0,00
0,10
0,20
0,30
0,40
0,50
0,60
0,70
0,80
0,90
1,00
Friendly Authentic
t=2,54; p<.01; d=1.13
The Effect of Display Rules on State Negative Affect (PANAS): Experimental Study
Experiment 2: Call centre agent in a recruitment agency for students; N=18
Fischbach & Zapf (2005)
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Dieter Zapf70 Hier wird Wissen Wirklichkeit
Psychophysiological Correlates of Anger Suppression in the Workplace (Rohrmann, Dinand, Meixner, Bechtoldt, & Zapf, submitted)
80
85
90
95
100
105
110
1st minute 2nd minute 3rd minute 4th minute 5th minute
Fraction of Time during the Customer Interaction
Hea
rt R
ate
per
Min
ute
authentic friendly
p = .008
N=80
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Dieter Zapf71 Hier wird Wissen Wirklichkeit
72
74
76
78
80
82
Prior the Interaction After the Interaction
Time of Measurement
Hea
rt R
ate
per
Min
ute
authentic friendly
p = .038
N=80
Psychophysiological Correlates of Anger Suppression in the Workplace (Rohrmann, Dinand, Meixner, Bechtoldt, & Zapf, submitted)
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Dieter Zapf72 Hier wird Wissen Wirklichkeit
Summary: Relations between Emotional Job Requirements and Well-being
1. Relations were demonstrated by - cross-sectional- longitudinal- experimental studies
2. Emotional dissonance had negative effects in all studies
3. The requirement to display positive emotions and sensitivity requirements had positive effects feeling s of accomplishment. (Mixed results for the other variables)