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Paper Presentation - Human Resources

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Paper Presentation - Human Resources

  1. 1.  ANTECEDENTS AND CONSEQUENCES OF EMPLOYEES’ JOB STRESS IN A FOODSERVICE INDUSTRY : FOCUSED ON EMOTIONAL LABOR AND TURNOVER INTENT Carrine Kezia Aulia : 102183022
  2. 2. OUTLINE  Introduction  Literature Review  Methodology  Result  Conclusions and Implications
  3. 3. INTRODUCTION
  4. 4. INTRODUCTION  Service industry  Competitiveness of service organization  Determines their performance  Emotional Labor -> Important  Front-line customer contact point, greeting  Positive word-of-mouth, repetitive purchase, positive corporate evaluation EMOTIONAL LABOR Requirement of a job that employees display required emotions toward customer or other EMOTIONAL LABOR Requirement of a job that employees display required emotions toward customer or other
  5. 5. INTRODUCTION  Double-edge sword  Positive influence upon performance of organization  Negative influence upon psychological pressure  Emotional labored group VS non-emotional labored group  Worse health condition  Lower job satisfaction & self regard  Most of past studies examined emotional labor’s relationship with job satisfaction or performance
  6. 6. INTRODUCTION  This study considered :  The antecedents (emotional labor)  The consequences (turnover intent)  Mediate by job stress and emotional dissonance
  7. 7. LITERATURE REVIEW
  8. 8. HYPOTHESES
  9. 9. METHODOLOGY - framework Emotional Labor Emotional Labor Emotional Dissonance Emotional Dissonance Job StressJob Stress Turnover IntentTurnover Intent H1 H2 H3 H4 H5
  10. 10. METHODOLOGY – data collection  Five ranked family-style restaurants in Korea. (in terms of sales, 2011)  338 questionnaires
  11. 11. METHODOLOGY – data collection  61.2 % of respondents were 20-29 years of age.  53.8 % had a community college degree.  71.3 % had worked at the current place for less than 5 years.
  12. 12. METHODOLOGY - instrument  Pilot test  Employees’ emotional labor >  Surface acting (4 items)  Deep acting (4 items)  Expression of felt emotion (4 items)  Employees’ emotional dissonance (3 items) >  Job stress ( 4 items) >  Turnover intent (4 items) > Glomb and Tews (2004) Diefendorff et al. (2005) Brotheridge and Lee (1998) Parker and Decotiis (1983) Seashore et al. (1982)
  13. 13. RESULT
  14. 14. RESULT  Reliability   Validity CFA   NFI = .901
  15. 15.  SEM  NOT SIGNIFICANT NOT SIGNIFICANT H1 H2 H3 H4 H5
  16. 16. RESULT  SEM  : Test the mediating effect of Emotional Dissonance & Job Stress  Baron and Kenny (1986) : partial mediation < full mediation
  17. 17. RESULT     
  18. 18. CONCLUSION & IMPLICATIONS
  19. 19. Employee of food service perceive emotional dissonance through the emotional labor in their job situation H1 | EMOTIONAL LABOR > EMOTIONAL DISSONANCEH1 | EMOTIONAL LABOR > EMOTIONAL DISSONANCE  H1
  20. 20. H1 In case of service jobs that required contact with customer, employees’ making an effort to express the required emotions that are different from actual emotions, significantly make them stress H2 | EMOTIONAL LABOR > JOB STRESSH2 | EMOTIONAL LABOR > JOB STRESS  H2
  21. 21. H1 H2 H3 | EMOTIONAL LABOR > TURNOVER INTENTH3 | EMOTIONAL LABOR > TURNOVER INTENT  Increased mental and physical exhaustion can contribute to an increase in turnover intent H3
  22. 22. H1 H2 H3 H4 | EMOTIONAL DISSONANCE > TURNOVER INTENTH4 | EMOTIONAL DISSONANCE > TURNOVER INTENT  H4
  23. 23. H1 H2 H3 H4 H5 | JOB STRESS > TUNROVER INTENTH5 | JOB STRESS > TUNROVER INTENT  Employees were performed emotional labor (-) induces stress This stress makes the employees feel mental and exhaustion, increasing the employees’ turnover intent H5
  24. 24. IMPLICATIONS  Human resource system  Effective Stress Control  Education & training  Counseling center  Emotional labor checklist periodically
  25. 25. LIMITATIONS  Subject  Organizational culture  Re-model  Personal variables  Negative effect of emotional Labor
  26. 26. THANK YOU

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