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Do job resources moderate the effect of emotional dissonance on burnout? A study in the city of Ankara, Turkey

Do job resources moderate the effect of emotional dissonance on burnout? A study in the city of... Purpose – Using the Job Demands‐Resources (JD‐R) model as the theoretical framework, the purpose of this study is to develop and test a research model that investigates the moderating role of perceived organizational support and job autonomy on the relationships between emotional dissonance and exhaustion and disengagement. The model also seeks to test the impact of emotional dissonance on exhaustion and disengagement. Design/methodology/approach – Data for this empirical investigation were gathered from a sample of full‐time frontline hotel employees in Ankara, the capital city of Turkey. Respondents self‐administered the questionnaires. A total number of 620 questionnaires were obtained. Findings – Results based on hierarchical regression analysis reveal that emotional dissonance intensifies exhaustion and disengagement. Results also demonstrate that perceived organizational support and job autonomy buffer the impact of emotional dissonance on disengagement. Research limitations/implications – Future studies should use longitudinal data to establish causal relationships among the study variables. Although common method bias was controlled via Harman's single‐factor test using confirmatory factor analysis, in future studies it would be beneficial to collect data from multiple sources to minimize this potential threat. Practical implications – There is a need for effective and continuous training programs for frontline employees to learn how to cope with emotionally demanding interactions with customers in the service encounter. Hotel managers should employ mentors and/or benefit from the existing successful more experienced senior employees as mentors to provide professional assistance to less experienced junior employees for the alleviation of emotional dissonance and burnout. In addition, supervisors should be trained to learn how to provide assistance for front‐line employees to reduce emotional dissonance and disengagement. Having jobs with adequate autonomy in the workplace could help such front‐line employees to decrease emotional dissonance and experience less disengagement. Originality/value – Empirical research pertaining to the moderators of emotional dissonance in the hospitality management and marketing literatures is sparse. Hence, based on the precepts of the JD‐R model, this study aims to fill this void. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Do job resources moderate the effect of emotional dissonance on burnout? A study in the city of Ankara, Turkey

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0959-6119
DOI
10.1108/09596111111101661
Publisher site
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Abstract

Purpose – Using the Job Demands‐Resources (JD‐R) model as the theoretical framework, the purpose of this study is to develop and test a research model that investigates the moderating role of perceived organizational support and job autonomy on the relationships between emotional dissonance and exhaustion and disengagement. The model also seeks to test the impact of emotional dissonance on exhaustion and disengagement. Design/methodology/approach – Data for this empirical investigation were gathered from a sample of full‐time frontline hotel employees in Ankara, the capital city of Turkey. Respondents self‐administered the questionnaires. A total number of 620 questionnaires were obtained. Findings – Results based on hierarchical regression analysis reveal that emotional dissonance intensifies exhaustion and disengagement. Results also demonstrate that perceived organizational support and job autonomy buffer the impact of emotional dissonance on disengagement. Research limitations/implications – Future studies should use longitudinal data to establish causal relationships among the study variables. Although common method bias was controlled via Harman's single‐factor test using confirmatory factor analysis, in future studies it would be beneficial to collect data from multiple sources to minimize this potential threat. Practical implications – There is a need for effective and continuous training programs for frontline employees to learn how to cope with emotionally demanding interactions with customers in the service encounter. Hotel managers should employ mentors and/or benefit from the existing successful more experienced senior employees as mentors to provide professional assistance to less experienced junior employees for the alleviation of emotional dissonance and burnout. In addition, supervisors should be trained to learn how to provide assistance for front‐line employees to reduce emotional dissonance and disengagement. Having jobs with adequate autonomy in the workplace could help such front‐line employees to decrease emotional dissonance and experience less disengagement. Originality/value – Empirical research pertaining to the moderators of emotional dissonance in the hospitality management and marketing literatures is sparse. Hence, based on the precepts of the JD‐R model, this study aims to fill this void.

Journal

International Journal of Contemporary Hospitality Management – Emerald Publishing

Published: Feb 8, 2011

Keywords: Stress; Emotional dissonance; Hotels; Employees; Hospitality services; Turkey

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