The moderating role of support in the relationship between emotional work and job performance

Document Type : Articles

Authors

• usef ramezani ¹
• Zahra Karimi ²
• Saeed Jafa ²

¹ Attar

² Motahar

https://doi.org/10.22067/pmt.v11i1.67443

Abstract

1-INTRODUCTION

Since the modern organizational behavior and performance have faced to increasing complexity, so the awareness of managers and staff with these complexities and, consequently, efforts to increase human resource performance is essential. The purpose of this study is the investigation the effect of emotional work on job performance considering the moderating role of organizational, manager and colleague on 1396 among employees of a public organization in Mashhad. For this purpose, the sample consist of 376 was selected with stratified random sampling method. In order to collect information, a standard questionnaire for emotional work, job performance, organizational, manager and colleague support was distributed and finally, Structural equation modeling was used to test the hypotheses. There are many studies about job performance and organizational support, but the innovation aspect of this research is the examination of the variables of emotional work, job performance, organizational, manager and colleague support that are combined in a single model.
2- THEORETICAL FRAMEWORK
Job Performance
One of the basic variables in organizational behavior is job performance. job performance is closely related to organizational performance and it measures the role of individual efforts and behaviors in achieving organizational goals.
Emotional work
Emotional work is the use of various strategies to express feelings in interaction with the client. Grande is one of the experts who considered two types of behavior in the concept of emotion. The first type is surface action strategy which involves suppressing real feelings and pretending to be desirable. The second type is the deep acting strategy which means that the person in the conscience adjusts or changes his feelings to choose the appropriate emotional sight. According to the theoretical framework and research background, the following hypotheses are proposed:

Deep acting has a significant and positive impact on job performance.
Surface acting has a significant and positive impact on job performance.

Organizational, manager and colleague support
Organizational support theory suggests that employees form a general view of the extent to which organizations support them and in exchange of this support, they try to achieve organizational goals. The manager support takes place when employees understand that manager’s value their participation, and they pay attention to their well-being, interests and comfort; because the managers represent the organization and are responsible for guiding the staff and evaluating their performance. Colleague support is defined as the employee's belief in the quality of helping colleagues' communications. According to the theoretical framework and research background, the following hypotheses are proposed:

Manager support moderates the impact of deep acting on job performance.
Manager support moderates the impact of surface acting on job performance.
Colleague support moderates the impact of deep acting on job performance.
Colleague support moderates the impact of surface acting on job performance.
Organizational support moderates the impact of deep acting on job performance.
Organizational support moderates the impact of surface acting on job performance.
3-METHODOLOGY

This research is applied in terms of its purpose and it is a survey type in terms of its nature. For measuring variables, standard metrics of previous studies were used and have been localized to use in the Iranian organizational context using the translation-return-translation method. The face and content validity of the final questionnaire was confirmed by reviewing the sights of management experts. in order to measure the variables of this study, emotional work questionnaire, support questionnaire and Patrison (2004) job performance questionnaire were used. Also, the construct validity of the questionnaires was evaluated using confirmatory factor analysis technique using smart PLS software and the significance of the related items to the structures was confirmed. furthermore, the reliability of the tools was evaluated using the cronbach's alpha coefficient and all values were higher than 0.7, which means that the questionnaires have the necessary reliability. All metrics were measured using the Likert scale of 5 and in the range of "1 = completely agree" to "5 = completely oppose".
Population of this study consist of 2000 managers, experts and employees of a public organization in Mashhad. A sample of people was selected using Cochran formula and stratified random sampling method. In order to analyze the data, various statistical methods such as Pearson correlation analysis were used to calculate zero-order correlation coefficients, structural equation modeling was used to examine the fitting of the structural equation model with the collected data. The analysis was accomplished using Smart PLS software and a statistical package for the social sciences (SPSS v.19).
4- RESULTS & DISCUSSION
Structural equation model which used partial least squares method (PLS) in its solution was analyzed and interpreted in two stages. First, the model was measured and then the structural model was analyzed and interpreted. After assuring the validity of the model, the hypotheses were tested. The basis of the path coefficients is to have the corresponding significant value greater than ± 1.96. The effect of deep and surface acting on job performance is 0.14 and 0.17 respectively, the significant value of each relationships is 664/2 and 822/2; both of which are greater than 1.96. It can be concluded that these coefficients are positive and significant. Hypotheses related to the moderator role of organizational, manager and colleague support were implemented simultaneously using the structural equation and Smart PLS software. The path coefficients for interactive variables are estimated to be 0.43, 0.51, 0.16, 0.33, 0.17, and 0.20 respectively. According to the amount of T statistic for these variables which is greater than the critical value of 1.96, it can be concluded that these path coefficients are significant at the error level of 0.05. This means that organizational, manager and colleague support moderate the relationship between deep and surface acting with job performance. It is clear from the path coefficients that the improvement of organizational, manager and colleague support increases the effect of surface and deep acting on job performance.
5- CONCLUSIONS & SUGGESTIONS
The results of this research in general indicate that emotional work affects job performance. also the organizational, manager and colleague support influences this relationship. The hypothesis 1 proposes that "emotional work has a positive and significant effect on job performance" which includes two hypotheses: "Deep acting has a positive and significant effect on job performance" and "surface acting has a positive and significant effect on job performance." The results confirm these two hypotheses. Also, the effect of surface acting on job performance is more than the effect of deep acting. Based on research findings, it can be argued that the organizational, manager and colleague support moderates the relationship between deep and surface acting with job performance.

Keywords

• Emotional work
• Job performance
• Organizational support
• Management support
• Peer support
• Public organization

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