Hier wird Wissen Wirklichkeit The Psychology of Service: Interacting with Customers and Clients Part...

Hier wird Wissen Wirklichkeit

The Psychology of Service: Interacting with Customers and Clients

Part II

Dieter Zapf

Valencia

15th Oct. 2008

Johann Wolfgang Goethe-UniversitätFrankfurt am Main

Fachbereich Psychologie und Sportwissenschaften Institut für PsychologieUniversität Frankfurt, Institut für Psychologie, 60054 Frankfurt Arbeits- & Organisationspsychologie

Dieter Zapf2 Hier wird Wissen Wirklichkeit

Content

1. What is service?

2. Emotional labour – emotion work

3. Emotional job requirements

4. Antecedents of Emotion Work and Emotional Job Requirements

5. Emotional Job Requirements and Well-being at Work

6. Emotion regulation strategies

7. Emotion regulation strategies, job performance and well-being at work

8. Relations between emotion work requirements and emotion regulation

9. Motives for doing emotion work

10.Emotion work and age


6. Emotion Regulation Strategies


Secondary Task

Interaction -oriented Sub-GoalsRequirement to express positive, negative or sympathy emotions Sensitivity RequirementsEmotional Dissonance

Redefinition Internal Task

Redefined Goals

Primary Task

Cognitive Regulation RequirementsE.g. Complexity

CognitiveAction Regulation

Goal Specification, Monitoring, Feedback

Planning,

Emotion regulation

AutomatedEmotion regulation

surface actingdeep acting

Emotional deviance

Object-oriented Sub-Goals

Secondary taskparallel to primary task

Automatisation

• Occupational IdentitySocialisationPersonalityEmotionalCompetencies

Well-being

Service Organisation

Work Task

Organisational Goals

Customer Orientation

Display rules

External Tasks

••••

Regulation of Work Behaviour

Consequences

Customers

Frequency, Duration, Quality

of Service Interactions

Regulation problems (job stressors)

Framework Model of Service Work in Organisations

Performance


Study

1. Diary study:

2. 48 participants (14 hairdressers, 14 flight attendants, 8 nurses, 7 salespersons, 5 call centre agents) responded to a questionnaire and filled in a diary for 10 working days and provided

3. 385 diary entries

4. The diary was filled in at the end of the work day. Participants had to refer to an emotionally significant interaction of the day

5. Response rate 47% (between 12 (sales) and 78% (hairdresser))

6. Mean age 32 years; 70% women


Felt and Expressed Emotions – Diary Study

1,00

1,50

2,00

2,50

3,00

3,50

FeltExpressed

Zapf, Trumpold, Erian, Keck & Weber (2008)


Felt and Expressed Emotions – Diary Study

1,00

1,50

2,00

2,50

3,00

3,50

FeltExpressed

Zapf, Trumpold, Erian, Keck & Weber (2008)

Culture specific?


Diary Study on Emotion Regulation

Method:

Participants were interviewed, and they were asked to record for 7 consecutive days, all interactions at work and in private life that lasted 10 minutes or more.

N=78 participants from Switzerland

QuestionsWas there a requirement to display an emotion? Yes - NoDid you display the required emotion? Yes - NoDid you feel the emotion? Yes - No

Variables: Required – displayed – felt: Emotional harmonyRequired – displayed – not felt: Emotional dissonanceRequired – not displayed – not felt: Emotional deviance

Tschan, Rochat & Zapf (2005, JOOP)



Results:

848 work-related interactions reported (coworkers and clients)

49% interactions involved an emotion regulation requirement

89 % interactions with clients involved an emotion regulation requirement

31% interactions with coworkers involved an emotion regulation requirement

10% interactions involved emotional dissonance

9% interactions involved emotional deviance

Tschan, Rochat & Zapf (2005, JOOP)


The Process of Emotion Work: Emotion Regulation

The regulation of emotions to express organizationally desired emotions can be done by several strategies:

Surface acting:Regulation of visible behaviour (facial expression, gestures, voice) to match one‘s emotion display and the emotions required by the organization, while inner feelings are different

Deep acting:Regulation of inner feelings to match one‘s emotion display and the emotions required by the organization

Automatic emotion regulation:Regulation of visible behaviour (facial expression, gestures, voice) in an automatic mode, because an organizationally desired emotion is elicited by the situation (”effortless“): “Natural emotion”

Emotional deviance:Displayed and felt emotion does not match the organizationally desired emotion (intentionally or unintentionally)


Emotion Regulation Model of Gross (1999) Em otional dem ands/d isp lay ru les

Situation S election

Situation M odification

Attentional Deploym ent

Cognitive Change

Response M odulation

Em otional Response Tendencies

Antecedent-

Focused

Em otion

Regulation

Response-

Focused

Em otion

Regulation

Behaviora l Experientia l Physio log ica l

Actional

In tra-psychologica l

Am plification Suppression

Deep acting

Surface acting

Grandey (2000)


Surface Acting

Regulation of visible behaviour (facial expression, gestures, voice) to match one‘s emotion display and the emotions required by the organization, while inner feelings are different; according to Gross (1998) response focused: suppressing, intensifying or faking emotions

Studies show:

Surface acting is positively related to psychological strain (emotional exhaustion, psychosomatic symptoms) (e.g., Brotheridge & Grandey, 2002; Grandey, 2003; Totterdell & Holman, 2003; Tschan, Rochat & Zapf, 2005)

Surface acting is negatively related to well-being (satisfaction, personal accomplishment) (e.g., Brotheridge & Grandey, 2002)

Surface acting is negatively related to performance (e.g. affective delivery, customer satisfaction) (Grandey, 2003)

Negative relations with performance because the “true” emotions may lurk through

Surface acting appears as an unfavourable strategy which better should be avoided!


Deep Acting

Regulation of inner feelings to match one‘s emotion display and the emotions required by the organization. With reference to Gross (1998): cognitive change and attention deployment

Studies show:

Deep acting is unrelated to psychological strain (e.g., Brotheridge & Grandey, 2002; Totterdell & Holman, 2003)

Deep acting is positively related to well-being (satisfaction, personal accomplishment) (e.g., Brotheridge & Grandey, 2002)

Deep acting is positively related to performance (self-rated performance, customer satisfaction) (e.g., Totterdell & Holman, 2003)

Deep acting appears as a successful strategy which should always be used!


Automatic Emotion Regulation

Regulation of visible behaviour (facial expression, gestures, voice) in an automatic mode (Zapf, 2002), because an organizationally desired emotion is elicited by the situation (”effortless“): “genuinely felt emotion” (Ashforth & Humphrey, 1993): passive deep acting (Hochschild, 1983)

So far only a few studies

Studies show:

Automatic Emotion Regulation is negatively related to psychological strain (e.g., Martínez-Iñigo, Totterdell, Alcover & Holman, 2007; Zammuner & Galli, 2005)

Automatic Emotion Regulation is positively related to well-being (satisfaction, personal accomplishment) (e.g., Martínez-Iñigo, Totterdell, Alcover & Holman, 2007; Zammuner & Galli, 2005)


Emotional Deviance

Displayed and felt emotion does not match the organizationally desired emotion (intentionally or unintentionally) (Rafaeli & Sutton, 1987)

Studies show:

Emotional Deviance is positively related to exhaustion (Tschan , Rochat & Zapf, 2005)

Emotional deviance should be avoided!


Restrictions in the Application of DA and SA

Grandey (2000, p. 103): the more negative the events, the more emotion regulation is necessary

Totterdell & Holman (2003, p. 57): “Negative events … will be positively associated with deep and surface acting…

Many author assume that emotion regulation strategies can be used in every situation

Conclusion: There seem to be no restrictions in the application of DA and SA


Anticipative and Situational Deep Acting

The concept of deep acting in the literature is situational deep acting: that is, this emotion regulation strategy is carried out during the interaction.

Hochschild (1983) has borrowed from theatre performance. Here “practicing” before going on stage plays a major role. Accordingly we assume that people do deep acting before the interaction (e.g., some firms like Wal-Mart cheer up before they start working).

We prepare for a social interaction when we anticipate any kind of difficulties or when the situation is extremely important. We therefore assume that anticipative deep acting will be used in negative or neutral situations.

We assume that human beings are overtaxed if they are expected to spontaneously transform negative feelings into positive ones. Therefore we expect that situational deep acting is constrained to neutral or positive situations.


Review of the Literature - Conclusion

Surface acting appears as an unfavourable strategy:

positively related to psychological strain and

negatively related to satisfaction and performance

Deep acting appears as a favourable strategy:

unrelated to psychological strain (at least relation unclear) and

positively related to satisfaction and performance

There seem to be no restrictions in the application of DA and SA

Emotional Deviance is positively related to psychological strain.

There is little research on automatic emotion regulation (passive deep acting)


Hypotheses

1. Automatic emotion regulation is restricted to positive situations; in negative or neutral situations the positive emotions would not be triggered automatically.

2. Situative deep acting is constrained to neutral or positive situations.

3. Anticipative deep acting will be used in negative or neutral situations.

4. Surface acting is used most often in negative or neutral situations

5. Emotional deviance appears most often in negative or very negative situations


Study

1. Diary study:


3. 385 diary entries


5. Response rate 47% (between 12 (sales) and 78% (hairdresser))



Measures

Based on Brotheridge and Lee’s (2003) instrument, extended based on

Totterdell & Holman (2003), Tschan, Rochat & Zapf (2005) and others.

The diary made short measures necessary.

Single items for

Quality of the situation, exhaustion, effort, satisfaction with interaction

Emotion regulation based on factor analyses Automatic emotion regulation: 2 items

Deep acting: 5 items

Anticipative deep acting: 2 items

Situative deep acting: 3 items

Surface acting: 6 items

Emotional deviance: 2 items

Self-rated performance: 3 items


Measures

Based on Tschan, Rochat & Zapf (2005)

Categorial Measures:

Was there an expectation to display an emotion?

No – yes, if yes: positive – neutral – negative

Did you express the emotion?

No – yes

Did you feel the emotion?

No - yes


Effects of Emotion Regulation on Performance

Automatic

AnticipDA

Surface A

Deviance

Interaction Level

Situation pleasant

.36**

-.04

.08+

-.20**

Diary Study: N=48 with 385 diary entries

Statistical analysis: Hierarchical Linear Modeling HLM6

SituatDA

-.33**


Emotion Regulation Dependent on Quality of the Interaction


0

10

20

30

40

50

60

70

Negative Neutral Positive

No ExpectationDeep ActingSurface ActingEmotional Deviance



17,3

59,6

23,1

90,9

9,1 0,00,0

10,0

20,0

30,0

40,0

50,0

60,0

70,0

80,0

90,0

100,0

Very unpleasant Very pleasant

Deep ActingSurface ActingEmotional Deviance

Emotion Regulation Dependent on Quality of the Interaction



1,80

2,00

2,20

2,40

2,60

2,80

3,00

3,20

very unpleasant unpleasant neutral pleasant very pleasant

Anticipative DASituative DA

Anticipative and Situative Deep Acting Dependent on Quality of the Interaction


Emotion Regulation Dependent on Emotion Felt

30,8

7,7

61,6

42

28 30

96,7

0,7 2,7

0

20

40

60

80

100

120

no/ little medium strong/ verystrong

Deviance

Surface Acting

Deep acting

100

0 0

76

16

8

24,2 21,5

54,4

0

20

40

60

80

100

120

no/ little medium strong/ verystrong

Deviance

Surface Acting

Deep acting

Happy/ SatisfiedAngry/ Irritated

Data subset: Positive emotion expected (N=261)


Emotion Regulation and Performance

3,90

4,46

3,00

3,20

3,40

3,60

3,80

4,00

4,20

4,40

4,60

Surface Acting Deep acting

SD=.81

SD=.67

**



Emotion Regulation and Performance

3,22

3,90

4,46

3,00

3,20

3,40

3,60

3,80

4,00

4,20

4,40

4,60

Emotional Deviance Surface Acting Deep acting

SD=1.00

SD=.81

SD=.67

F=28.44 (d.f.=2) ***

**

**



Summary

Situation

Very positive Positive Neutral Negative Very negative


Situational Deep Acting

Anticipative Deep Acting

Surface Acting

Emotional Deviance

- P

erfo

rman

ce

+

+

Str

ain

-


7. Emotion Regulation, Job Performance and Well-being at Work


?Secondary Task



Redefined Goals

Primary Task




Planning,

Emotion regulation



Emotional deviance



Automatisation


Well-being


Work Task



Display rules

External Tasks

••••


Consequences

Customers




?


Performance


Effects of Emotion Regulation on Exhaustion

Interaction Level

.21*

-.41** (-.11*)

.69** (.50**)

.58** (.31**)


Sample: Hairdressers, flight attendants, nurses, salespersons, call centre agents


Automatic

AnticipDA

Surface A

Deviance

SituatDA

.03 (-.07)

Analysis with multiple predictors in parentheses

Exhaustion


Effects of Emotion Regulation on Satisfaction with Interaction

Interaction Level

.01

.41** (.27**)

-.42** (-.15*)

-.46** (-.26**)



Automatic

AnticipDA

Surface A

Deviance

SituatDA

.18* (.08)


Satisfaction with

Interaction


Effects of Emotion Regulation on Effort

Interaction Level

.15 (p=.20)

-.64** (-.18**)

1.04** (.75**)

.88** (.45**)




Automatic

AnticipDA

Surface A

Deviance

SituatDA

-.25** (-.12*)


Interaction effortful

“Did you have to make an effort to control your emotions during the interaction?”


Effects of Emotion Regulation on Performance

Interaction Level

Performance

.05

.32** (.20**)

-.31** (-.06)

-.40** (-.27**)



Automatic

AnticipDA

Surface A

Deviance

SituatDA

.24** (.16**)




Tschan, Rochat & Zapf (2005)

Requirement to Display an Emotion L2 Negative affectivity

L1 Control

L1 Emotion work requirement

-.22 (.093)*

.13 (.035)* -.25 (.076)*

Emotional Dissonance

L2 Negative affectivity

L1 Control

L1 Emotional DissonanceSurface Acting

L1 Negative emotion felt

-.20 (.071)* .07 .030)* -.19 (.081)*

-1.25 (.119)*

Emotional Deviance L2 Negative affectivity

L1 Control

L1 Emotional DevianceVenting

L1 Negative emotion felt

-.20 (.089)*

.09 (.032)* -.48 (.124)*

-.49 (.083)*

Effects on Situational Well-being


8. Relations between Emotion Work Requirements and Emotion Regulation


Secondary Task



Redefined Goals

Primary Task




Planning,

Emotion regulation



Emotional deviance



Automatisation


Well-being


Work Task



Display rules

External Tasks

••••


Consequences

Customers





Performance

Emotional JobRequirements

Emotional JobRequirements


Hierarchical Data Structure

Person

Questionnaire

DiaryDay 1

DiaryDay 2

DiaryDay 10

DiaryDay 3

Level 2

. . . Level 1

Single interactions with customers

These data are not statistically independent

General characteristics of the person and her situation


Hierarchical Data Structure

Emotional Dissonance

Surface Acting Day 1




Level 2

. . . Level 1

N=48

N=385


Emotional Job Requirements and Emotion Regulation Strategies

Automatic Deep Acting Anticip DA

Situational DA

Surface Acting

EmotionalDeviance

Display PositiveEmotions

.04 0.24 n.s.

.23 1.51 p=.07

.45 2.72 **

-.08 -.46 n.s.

.15 .96 n.s.

.04 .29 n.s.

Display NegativeEmotions

-.01 -.09 n.s.

.19 1.48 p=.073

.12 .80 n.s.

.29 2.34 *

.12 .91 n.s.

.26 2.26 *

Display SympathyEmotions

.04 .33 n.s.

.11 .93 n.s.

.07 .48 n.s.

.17 1.34 p=.094

.16 1.31 p=.098

-.05 -.46 n.s.

EmotionalNeutrality

.16 1.30 n.s.

.15 1.55 p=.064

.20 1.77 *

.08 .69 n.s.

.03 .24 n.s.

.05 .74 n.s

SensitivityRequire-ments

.10 1.09 n.s.

.26 2.71 **

.25 2.22 *

.27 2.50 **

.14 1.37 p=.088

.09 .90 n.s.

EmotionalDissonance

-.19 -1.80 *

.18 1.64 p=.054

.20 1.66 *

.14 1.13 n.s.

.39 4.31 **

-.03 -.54 n.s.





9. Motives for Doing Emotion Work


The Starting Point

Organisational

Display

Rules

Emotional

Labour

Show positive emotions

Emotion regulation



The Starting Point

Organisational

Display

Rules

Emotional

Labour


Emotion regulation


The emotion is just the "symptom"

Both the organisation and the

employee “want more”


Reasons and Motives for Emotion Regulation

Service Quality (SERVQUAL, Zeithaml et al., 1990): Courtesy Responsiveness Reliability Security Competence Understanding the customer

Motives in organisational psychology (see Maslow, 1954; Jahoda, 1981), e.g.:

Social motives Recognition Self-esteem regulation


Reasons and Motives for Emotion Regulation – the Literature

Totterdell & Holman, (2003)

Affect regulation

Glaso et al. (2006) Reasons to regulation emotion in supervisor-subordinate relations:

To appear competent

Motivate somebody

Keep a good relationship


Qualitative Interviews 12 qualitative interviews (open question and preliminary list)

led to the following result:

Why do you regulate your emotions when interacting with customers?


Qualitative Interviews 12 qualitative interviews (open question and preliminary list)


• Avoid Escalation• Avoid Argument• Keep Control

• Personally important

• Feel better

• Good Personal Relation• Create Certain Atmosphere

• Motivate Customer

• Reaction to Customer

• Competent Impression

• Clear Display Rules

• Part of Job

• Endanger Job



Research Question 12 qualitative interviews (open question and preliminary list)




• Feel better

• Keep Good Relations• Create Certain Atmosphere





• Part of Job

• Endanger Job


How are these motives

related to

emotion regulation strategies?


Hypotheses (exploratory)



• Feel better






• Part of Job

• Endanger Job

Surface acting Deep acting

Surfacting and Anticipative DA

Automatic Reg Situative DA

Situative DA

Automatic Reg

Automatic Reg Situative DA


Diary Study

1. Diary study:


3. 385 diary entries with full data set


5. Response rate 47% (between 12 (sales) and 78% (hairdressers))



Diary Studies - Measures

Based on Brotheridge and Lee’s (2003) instrument, extended based

on Totterdell & Holman (2003), Tschan, Rochat & Zapf (2005) and

others.

Emotion regulation based on factor analyses Automatic emotion regulation: 2 items

Anticipative deep acting: 2 items

Situative deep acting: 3 items

Surface acting: 6 items

Emotional deviance: 2 items

Plus: 13 single items on motives for regulation


Emotion Regulation Motives Diary Study

2,63

2,94

3,02

3,15

3,27

3,38

3,47

3,56

3,62

3,69

3,70

3,82

4,08

1 1,5 2 2,5 3 3,5 4 4,5

Avoid Escalation

Endanger Job

Avoid Argument

Motivate Customer

Keep Control

Feel better

Good Personal Relations

Reaction to Customer

Create Certain Atmosphere

Competent Impression

Clear Display Rules

Personally important

Part of Job


Effects of Motives on Emotion Regulation Strategies

Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.122

.045

.131+

.071



SituativeDA

.130+

Clear Display Rules

Surfacting

O Anticipative DA

Situative DA


Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

-.243**

.082*

-.028 n.s.

.188**



SituativeDA

.297**

AvoidArgument

Surfacting

Anticipative DA



Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.345**

-.005

.150*

-.267**



SituativeDA

-.200**

Good Personal Relations

Situative Deep acting


Automatic Reg

Situative DA


Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.200**

.058*

.222**

-.118



SituativeDA

-.133**

MotivateCustomer

Situative Deep acting



Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.416**

-.078+

.075

-.113



SituativeDA

-.259**

Reaction to Customer




Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.405**

.004

.177**

- .142*



SituativeDA

-.260**

Feel better

Automatic Reg

Situative DA



Automatic

AnticipativeDA

SurfaceActing

EmotionalDeviance

Interaction Level

.012

.011

.020

.016



SituativeDA

.155*

Competent Impression

o Automatic Reg

o Situative DA



Summary of Results

• Avoid Escalation• Avoid Argument• Keep Control • Personally

important• Feel better






• Part of Job

• Endanger Job

Surface acting

Anticipative Deep Acting

Situative Deep Acting

Automatic Reg


Summary & Conclusion

1. Participants report a variety of motives to regulate emotions

2. Motives are related to different emotion regulation strategies

3. Showing emotions are “symptoms”

4. Next step: relate to other established concepts such as

trust

psychological contract

organizational commitment


10. Emotion Work and Age


Why is the Employment Rate of Older Employees so low?

Deterioration of Performance of older workers because of

Reduced physical strength

Deterioration of basic cognitive abilities (e.g., reaction time, perception, recognition time, memory, dual tasks performance, etc.)

Reduced flexibility and learning motivation

Little familiarity with new technology

However: Compensation by

increased knowledge

Increased practical job experience


However:

What about

social and emotional

skills?

So far no study has systematically examined the effects of aging in emotional labour

Why is the Employment Rate of Older Employees so low?


Hypothesis:

Older Employees

are

Good Emotion Workers !


Some Empirical findings Age differences in problem-solving styles: In emotional salient situations older people use more

emotion focused strategies than younger ones.

(Blanchard-Fields, Jahnke & Camp,1995)

Older adults show greater affect control and appraise conflict situations more positively than younger adults. (Diehl,Coyle, & Labouvie-Vief,1996)

More use of humor (a strategy of cognitive restructuring) (Vaillant, 1977 )

Older individuals are less confrontative, contribute less to conflicts, show more distancing, more positive reappraisal, however, less active problem solving (Lazarus, Pimeley & Novacek, 1987),

Research in wisdom: Older people show more social sensitivity and prespective taking (Baltes, Staudinger, Maercker & Smith, 1995)


... in Conclusion

Younger people ...

Show more - active- interpersonal - behavioural coping- seeking help

Are more confrontative and aggressive

Contribute to conflicts

Older people ...

Show more - passive- intrapsychological - emotional coping (such as perspective taking, distancing or positive reappraisal )

Are less confrontative

Better match with social requirements in service

interactions!


ExplanationsStress research:

Active behavioural coping better in high control situations

Passive intrapsychological emotional coping better in low control situations

Developmental Psychology, wisdom research:

Throughout their lives people experience situations

High in uncertainty and unpredictability

Low in control

Consequence:

Older people

learn to cope with unpredictability and low control

Develop emotional coping strategies

Better match with social requirements in service interactions!


Sample

Municipal youth and social welfare office (n=557) International insurance (n=399) Security firm (n=310) Hospital (N=158) Wholesale company (n=81) social workers (n=66)

Total sample: N=1571 Women: 55%, Men: 45%

Age: Minimum 19 years, maximum 73 years, M=40,93 years (SD 10,64)


Hypothesis 1: Direct Age effect – Emotional Dissonance

Older service employees report less emotional dissonance than their younger colleagues, even if they - in general - have the same job requirements.

Requirement to display Positive Emotions: n.s.

Emotional dissonance: significant differences between 7 age groups, F=7.27, p<.01

2,6

2,7

2,8

2,9

3

3,1

3,2

3,3

19-25 26-30 31-35 36-40 41-45 46-50 51-55 56-73

Positive EmotionsEmotional Dissonance


19-25 26-30 31-35 36-40 41-45 46-50 51-55 56-73 Jahre

Alter

2,00

2,20

2,40

2,60

2,80

Mit

telw

ert

Em

oti

on

ale

Ers

chö

pfu

ng

Hypothesis 1: Direct Age Effect - Burnout

Age

Older service employees

perceived lower levels of burnout

emotional exhaustion F=8.49 depersonalization F=8.55 and personal accomplishment (inverted) F=4.38, all p< .01


19-25 26-30 31-35 36-40 41-45 46-50 51-55 56-73 Jahre

Alter

1,70

1,80

1,90

2,00

2,10

2,20

2,30

2,40

2,50

Mit

telw

ert

Dep

erso

nal

isat

ion

Age

Older service employees

perceived lower levels of burnout

emotional exhaustion F=8.49 depersonalization F=8.55 and personal accomplishment (inverted) F=4.38, all p< .01

Direct Age Effect - Burnout


-1,00

-0,50

0,00

0,50

1,00

niedrig ( -1 SD) hoch (+1 SD)

emotional dissonance

emo

tio

nal

exh

aust

ion

Jüngere(-1SD)

Ältere(+1SD)

Hypothesis 2: Moderating Effect of Age

• Interaction of age and emotional dissonance on emotional exhaustion

younger employees

older employees

low (-1SD) high (+1SD)

After controlling for the same variables before,

the direct effect of age (ß=-.09**) and the moderating effect (ß=-.09**) were again significant

and also explained an additional 2% of the variance of emotional exhaustion in the analysis


Moderating Effect of Age

•Interaction of age and emotional dissonance on depersonalisation

-1,00

-0,50

0,00

0,50

1,00

niedrig ( -1 SD) hoch (+1 SD)

emotional dissonance

dep

erso

nal

izat

ion

Jüngere(-1SD)

Ältere(+1SD)

younger employees

older employees

low (-1SD) high (+1SD)

Even after controlling for emotional requirements and work and organizational stressors (ttl 10 variables),

the direct effect of age (ß=-.11**) and the moderating effect (ß=-.09**) were significant

and explained an additional 2% of the variance of depersonalization in step 4 and 5 of the moderated hierarchical regression analysis


Conclusion

Older employees have a strength in emotion regulation which may well balance weaknesses in other areas

In service work they may be as good or even better than their younger colleagues

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