Emotional Performance as Consequence of Emotional Display Rules: Multifoci And Cross-Level Approach

Syahrizal, Syahrizal [et.al] (2016) Emotional Performance as Consequence of Emotional Display Rules: Multifoci And Cross-Level Approach. In: Proceeding International Conference Local wisdom for Re-Thinking Global Solutions, 21-23 September 2016, Padang.

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Abstract

Emotions are an important part of the workplace.Emotional display rules describes expectations about the emotion that should or should not be displayed while social interaction. Emotional display rules as group norm are powerful means of social influence,employee understand and follow them even when they are not stated explicitly. The present study propose and test a crosslevel multifoci model of emotional display rules on emotion performance.They crossed 2 types of display rules (positive emotion display rules and negative emotion display rules) with 2 foci (supervisor and coworker) and aggregated to the group level to create 4 distinct emotional display rules variable (positive emotion display rules with supervisor target, positive emotion display rules with coworker target, negative emotion display rules with supervisor target, negative emotion display rules with coworker target). They then tested for the effect these variable on emotional performance. The author also tested deep acting and surface acting as mediator variable of these relationship. The research was conducted using a survey research design in six organizations with a total number of 491 respondents from 50 work units in Jogjakarta. Emotional display rules are measured at the unit level and tested using inter-rater agreement (IRA) and intra-class correlation (ICC).Deep acting, surface acting, and emotional performance,were measured at the individual level. Hierarchical linear modeling (HLM) was used to test the cross-level effect of emotional display rules on outcome variable. Important empirical contribution of this research are emotional display rules with supervisor and coworker target as group phenomenon and cross-level effect of emotional display rules with target of supervisor and coworker have significance effect on emotional performance. Deep acting mediate positive effect of positive emotional display rules with supervisor and coworker target on emotional performance. Although our study possesses a number of strengths (e.g., the use of group reference), there are of course some limitations. First, all variables were assessed from the same source, leading to the potential for common method variance in biasing the observed relations. Second, some of our study variables (e.g., deep acting and surface acting) may well vary within persons over time, suggesting that using experience sampling to assess key constructs could yield important insights. Finally, cross sectional nature of the study did not allow us to be sure of the temporal order and direction of causality between the observed variables. These results suggest that emotion management at work has normative component that may be leveraged by organizations to facilitate positive outcomes for employees and work group. That is, work group may work to build positive emotion norms by teaching managers to be effective display rule “regulators”and providing formal training to employees in how to handle emotional situations while social interaction. These results suggest that organizations seeking to increase emotional performance should consider the role of unit-level emotion norms.

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