یک مدل میانجی تعدیل شده در مورد حمایت سازمانی درک شده و رضایت شغلی
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یک مدل میانجی تعدیل شده در مورد حمایت سازمانی درک شده و رضایت شغلی

عنوان فارسی مقاله: هوش هیجانی، کار عاطفی، حمایت سازمانی درک شده و رضایت شغلی: یک مدل میانجی تعدیل شده
عنوان انگلیسی مقاله: Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model
مجله/کنفرانس: مجله بین المللی مدیریت گردشگری - International Journal Of Hospitality Management
رشته های تحصیلی مرتبط: روانشناسی، مدیریت
گرایش های تحصیلی مرتبط: روانشناسی صنعتی و سازمانی، مدیریت منابع انسانی، مدیریت استراتژیک
کلمات کلیدی فارسی: هوش هیجانی، کار عاطفی، رضایت شغلی، حمایت سازمانی درک شده، واسطه گری تعدیل شده
کلمات کلیدی انگلیسی: Emotional intelligence، Emotional labor، Job satisfaction، Perceived organizational support، Moderated mediation
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.ijhm.2019.01.009
دانشگاه: School of Management, Jinan University, 601 Huangpu Avenue West, Guangzhou, 510632, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 5/414 در سال 2018
شاخص H_index: 93 در سال 2019
شاخص SJR: 1/999 در سال 2018
شناسه ISSN: 0278-4319
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 11
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E13153
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Theoretical foundation and research hypotheses


3- Method


4- Results


5- Conclusion and discussions


References

نمونه متن انگلیسی مقاله

Abstract


This study examined the effects of emotional intelligence and emotional labor on job satisfaction in a moderated mediation model, which posits surface and deep acting strategies as mediators between emotional intelligence and job satisfaction and perceived organizational support as a moderator to the mediation effects. Based on a sample of 279 Chinese hotel employees, results showed that: 1) while deep acting partially mediated the effect of emotional intelligence on job satisfaction, surface acting did not mediate; 2) Perceived organizational support effectively moderated the mediation of deep acting between emotional intelligence and job satisfaction; but the moderated mediation was not found with surface acting as a mediator. This study contributes to a better understanding of the roles of emotional intelligence and emotional labor strategies in affecting hotel employees’ job satisfaction and how organizational support can function as an organization resource in changing the psychological mechanisms underlying emotional labor and job satisfaction.


Introduction


Emotional intelligence, as an individual’s ability to identify her/his own emotions and emotions of others, and thus to form favorable relationship with others (Salovey and Mayer, 1990), plays a crucial role in the process of emotional labor (Goleman, 1998). Emotional intelligence can help change employees’ attitudes and behaviors in jobs involving emotional labor, thereby reducing job stress and increasing job satisfaction (Lee and Ok, 2012). It is very important to employees in the hotel industry (Kim et al., 2012; Li et al., 2011). Hospitality employees need to take an enthusiastic and friendly attitude when serving customers even if they are in a bad mood or facing some difficult customers (Pizam, 2004). Emotional labor strategies offer manifestations for employees to apply emotional intelligence as a trait-like capability (Mastracci et al., 2010; Mikolajczak et al., 2007). Employees with high emotional intelligence would adopt the deep acting strategy rather than the surface acting strategy to display those emotions favored by the organization in their service interactions with customers (Mikolajczak et al., 2007), and this in turn may increase their job satisfaction (Chen et al., 2012). Based on the Conservation of Resources (COR) Theory (Hobfoll, 1989, 2001), emotional intelligence can be regarded as an internal (emotional) resource, which could effectively explain the asymmetric relationship between emotional intelligence and emotional labor strategies as well as that between emotional labor and its outcome variables (Liao and Yan, 2014). Perceived organizational support can be regarded as a kind of organization resource. As a supplementary resource to an individual, perceived organizational support can produce a series of positive affective perceptions and experiences in the workplace (Riggle et al., 2009). These positive emotional experiences will supplement the resources consumed by emotional labor and may bring higher job satisfaction to employees. The relationship between emotional intelligence and job satisfaction has been examined by different researchers (Petrides and Furnham, 2006; Li, 2011; Anari, 2012; Joshi et al., 2015; Ouyang et al., 2015; Ali et al., 2012). Although these studies generally confirmed a positive relationship between emotional intelligence and job satisfaction, they provide little evidence on why and how emotional intelligence can impact job satisfaction. And the moderating role of perceived organizational support on the relationship between emotional labor and job satisfaction has been well documented in the hospitality literature (e.g., Chen et al., 2012; Duke et al., 2009; Hur et al., 2015; Nixon et al., 2011). However, these studies often overlooked emotional intelligence as an important and meaningful antecedent of emotional labor.

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