THE MODERATING EFFECT OF ORGANIZATIONAL PRESTIGE ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND EMOTIONAL LABOR

Öz

The aim of this study is to examine the moderating effect of organizational prestige perceived by employees, on the relationship between organizational support and acting mechanisms performed during emotional labor. The results of the study, which is conducted with 210 sales assistants, showed that there is a negative relation between perceived organizational support and surface acting and positive relations between perceived organizational support and deep and genuine acting. Perceived organizational prestige does not have a moderating effect on the relationship between perceived organizational support and surface acting and genuine acting, but it moderates the relationship between perceived organizational support and deep acting.

Anahtar Kelimeler

• Organizational support, organizational prestige, emotional labor, surface acting, deep acting, genuine acting

ALGILANAN ÖRGÜTSEL DESTEK İLE DUYGUSAL EMEK DAVRANIŞLARI ARASINDAKİ İLİŞKİDE ALGILANAN ÖRGÜTSEL PRESTİJİN BİÇİMLENDİRİCİ ETKİSİ

Öz

Bu araştırmanın amacı çalışanlar tarafından algılanan örgütsel destek ile çalışanların sergiledikleri duygusal emek davranışları arasındaki ilişkide, algılanan örgütsel prestijin biçimlendirici rolünü incelemektir. 210 satış elemanı ile gerçekleştirilen çalışmanın sonuçları, algılanan örgütsel destek ile yüzeysel rol yapma davranışı arasında negatif yönde, derinlemesine rol yapma ve samimi duyguları sergileme davranışları arasında ise pozitif yönde ilişki olduğunu, algılanan örgütsel prestijin, algılanan örgütsel destek ile yüzeysel rol yapma ve samimi duyguları sergileme davranışları arasındaki ilişkilerde biçimlendirici rol oynamadığı, ancak algılanan örgütsel destek ile derinlemesine rol yapma davranışı arasındaki ilişkiyi biçimlendirdiğini ortaya koymuştur.

Anahtar Kelimeler

• Örgütsel destek, örgütsel prestij, duygusal emek, yüzeysel rol yapma, derinlemesine rol yapma, samimi duyguları sergileme

Kaynakça

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