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Willing and able to fake emotions: a closer examination of the link between emotional dissonance and employee well-being.
J Appl Psychol. 2011 Mar; 96(2):377-90.JA

Abstract

Emotional dissonance resulting from an employee's emotional labor is usually considered to lead to negative employee outcomes, such as job dissatisfaction and emotional exhaustion. Drawing on Festinger's (1957) cognitive dissonance theory, we argue that the relationship between service employees' surface acting and job dissatisfaction and emotional exhaustion is moderated by 2 aspects of a service worker's self-concept: the importance of displaying authentic emotions (reflecting the self-concept's self-liking dimension) and the employee's self-efficacy when faking emotions (reflecting the self-competence dimension). A survey of 528 frontline employees from a wide variety of service jobs provides support for the moderating role of both self-concept dimensions, which moderate 3 out of 4 relationships. Theoretical and practical implications are discussed from the perspectives of cognitive dissonance and emotional labor theories.

Authors+Show Affiliations

Department of Management, Virginia Commonwealth University, 301 West Main Street, P.O. Box 844000, Richmond, VA 23284-4000, USA. sdpugh@vcu.eduNo affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

21058805

Citation

Pugh, S Douglas, et al. "Willing and Able to Fake Emotions: a Closer Examination of the Link Between Emotional Dissonance and Employee Well-being." The Journal of Applied Psychology, vol. 96, no. 2, 2011, pp. 377-90.
Pugh SD, Groth M, Hennig-Thurau T. Willing and able to fake emotions: a closer examination of the link between emotional dissonance and employee well-being. J Appl Psychol. 2011;96(2):377-90.
Pugh, S. D., Groth, M., & Hennig-Thurau, T. (2011). Willing and able to fake emotions: a closer examination of the link between emotional dissonance and employee well-being. The Journal of Applied Psychology, 96(2), 377-90. https://doi.org/10.1037/a0021395
Pugh SD, Groth M, Hennig-Thurau T. Willing and Able to Fake Emotions: a Closer Examination of the Link Between Emotional Dissonance and Employee Well-being. J Appl Psychol. 2011;96(2):377-90. PubMed PMID: 21058805.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Willing and able to fake emotions: a closer examination of the link between emotional dissonance and employee well-being. AU - Pugh,S Douglas, AU - Groth,Markus, AU - Hennig-Thurau,Thorsten, PY - 2010/11/10/entrez PY - 2010/11/10/pubmed PY - 2011/8/5/medline SP - 377 EP - 90 JF - The Journal of applied psychology JO - J Appl Psychol VL - 96 IS - 2 N2 - Emotional dissonance resulting from an employee's emotional labor is usually considered to lead to negative employee outcomes, such as job dissatisfaction and emotional exhaustion. Drawing on Festinger's (1957) cognitive dissonance theory, we argue that the relationship between service employees' surface acting and job dissatisfaction and emotional exhaustion is moderated by 2 aspects of a service worker's self-concept: the importance of displaying authentic emotions (reflecting the self-concept's self-liking dimension) and the employee's self-efficacy when faking emotions (reflecting the self-competence dimension). A survey of 528 frontline employees from a wide variety of service jobs provides support for the moderating role of both self-concept dimensions, which moderate 3 out of 4 relationships. Theoretical and practical implications are discussed from the perspectives of cognitive dissonance and emotional labor theories. SN - 1939-1854 UR - https://www.unboundmedicine.com/medline/citation/21058805/Willing_and_able_to_fake_emotions:_a_closer_examination_of_the_link_between_emotional_dissonance_and_employee_well_being_ L2 - http://content.apa.org/journals/apl/96/2/377 DB - PRIME DP - Unbound Medicine ER -