James M Diefendorff
Biographic Data
| ID | 2451713 |
|---|---|
| NAME | James M Diefendorff |
| GIVEN NAMES | James M |
| FAMILY NAME | Diefendorff |
| SIGNATURE | DIEFENDORFF J M |
| AFFILIATIONS | University of Akron |
| ORCID | 0000-0003-3886-0973 |
| VERIFIED | Yes |
| TOTAL WORKS | 18 |
| TOTAL CITATIONS | 171 |
| WORKS AS AUTHOR | 18 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2001 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 6 |
Leader-Expressed Humility
Psychological compassion climate
When does feeling in control benefit well-being? The boundary conditions of identity commitment and self-esteem
Work Motivation
Work motivation is a crucial, yet complex resource for employees and organizations. Scholars have investigated motivation at work through many theoretical lenses that are often examined in isolation from one another. This chapter seeks to bridge these various perspectives, first by providing a review of dominant theoretical lenses and second by presenting an integrative framework. The historical review includes a consideration of reinforcement th…
Motivation in caring labor
Work Motivation
The bright side of emotional labor
Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta-analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well-being, and deep acting is positively related with job satisfaction…
Leader-member exchange and job performance
We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure sign…
Examining Men’s Status Shield and Status Bonus
Person-Environment Fit and Self-Determination Theory
Emotional labor in the 21st century
Part 1: Overview 1. Bringing Emotional Labor into Focus: A Review and Integration of Three Research Lenses Alicia A. Grandey, James M. Diefendorff, Deborah E. Rupp Part 2: Person Perspectives: Within, Between, Dyadic And Group 2. Episodic Intrapersonal Emotion Regulation: Or, Dealing with Life as it Happens Daniel J. Beal, John P. Trougakos 3. Motivation, Fit, Confidence, and Skills: How Do Individual Differences Influence Emotional Labor? Jason …
Emotional display rules as work unit norms
Emotional labor theory has conceptualized emotional display rules as shared norms governing the expression of emotions at work. Using a sample of registered nurses working in different units of a hospital system, we provided the first empirical evidence that display rules can be represented as shared, unit-level beliefs. Additionally, controlling for the influence of dispositional affectivity, individual-level display rule perceptions, and emotio…
Self-Regulation at Work
Self-regulation at work is conceived in terms of within-person processes that occur over time. These processes are proposed to occur within a hierarchical framework of negative feedback systems that operate at different levels of abstraction and with different time cycles. Negative feedback systems respond to discrepancies in a manner that reduces deviations from standards (i.e., goals). This is in contrast to positive feedback systems in which d…
Different fits satisfy different needs
Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational …
A predictive study of emotional labor and turnover
The current study examined how the emotional labor strategies of deep acting and surface acting directly influence emotional exhaustion and turnover intentions, and indirectly impact actual turnover among a sample of bank tellers. Turnover data were collected from organizational records 6 months after participants responded to a survey that measured emotional labor strategies, emotional exhaustion, and turnover intentions. Results showed that tur…
The dimensionality and antecedents of emotional labor strategies
Understanding the emotional labor process
A dynamic, process‐oriented approach to understanding emotional labor is presented, utilizing concepts from control theory models of behavioral self‐regulation. Emotional labor is characterized as involving a discrepancy monitoring and reduction process, whereby perceptions of emotional displays and emotional display rules are continuously compared. If a discrepancy between emotional displays and display rules is detected, individuals are propose…
Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance
A recent meta‐analysis by Brown ( 1996 ) concluded that job involvement was unrelated to job performance. The present investigation proposed that the null findings reported in this meta‐analysis stem from the choice of performance criteria and the use of job involvement measures that are confounded with work centrality in the primary studies included in the meta‐analysis. The current study found that job involvement, when assessed with a recently…
The bright side of emotional labor
Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta-analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well-being, and deep acting is positively related with job satisfaction…
Understanding the emotional labor process
A dynamic, process‐oriented approach to understanding emotional labor is presented, utilizing concepts from control theory models of behavioral self‐regulation. Emotional labor is characterized as involving a discrepancy monitoring and reduction process, whereby perceptions of emotional displays and emotional display rules are continuously compared. If a discrepancy between emotional displays and display rules is detected, individuals are propose…
Examining Men’s Status Shield and Status Bonus
Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance
A recent meta‐analysis by Brown ( 1996 ) concluded that job involvement was unrelated to job performance. The present investigation proposed that the null findings reported in this meta‐analysis stem from the choice of performance criteria and the use of job involvement measures that are confounded with work centrality in the primary studies included in the meta‐analysis. The current study found that job involvement, when assessed with a recently…
A predictive study of emotional labor and turnover
The current study examined how the emotional labor strategies of deep acting and surface acting directly influence emotional exhaustion and turnover intentions, and indirectly impact actual turnover among a sample of bank tellers. Turnover data were collected from organizational records 6 months after participants responded to a survey that measured emotional labor strategies, emotional exhaustion, and turnover intentions. Results showed that tur…
Leader-member exchange and job performance
We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure sign…
Motivation in caring labor
Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance
A recent meta‐analysis by Brown ( 1996 ) concluded that job involvement was unrelated to job performance. The present investigation proposed that the null findings reported in this meta‐analysis stem from the choice of performance criteria and the use of job involvement measures that are confounded with work centrality in the primary studies included in the meta‐analysis. The current study found that job involvement, when assessed with a recently…
Understanding the emotional labor process
A dynamic, process‐oriented approach to understanding emotional labor is presented, utilizing concepts from control theory models of behavioral self‐regulation. Emotional labor is characterized as involving a discrepancy monitoring and reduction process, whereby perceptions of emotional displays and emotional display rules are continuously compared. If a discrepancy between emotional displays and display rules is detected, individuals are propose…
The dimensionality and antecedents of emotional labor strategies
Different fits satisfy different needs
Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational …
A predictive study of emotional labor and turnover
The current study examined how the emotional labor strategies of deep acting and surface acting directly influence emotional exhaustion and turnover intentions, and indirectly impact actual turnover among a sample of bank tellers. Turnover data were collected from organizational records 6 months after participants responded to a survey that measured emotional labor strategies, emotional exhaustion, and turnover intentions. Results showed that tur…
Self-Regulation at Work
Self-regulation at work is conceived in terms of within-person processes that occur over time. These processes are proposed to occur within a hierarchical framework of negative feedback systems that operate at different levels of abstraction and with different time cycles. Negative feedback systems respond to discrepancies in a manner that reduces deviations from standards (i.e., goals). This is in contrast to positive feedback systems in which d…
Emotional display rules as work unit norms
Emotional labor theory has conceptualized emotional display rules as shared norms governing the expression of emotions at work. Using a sample of registered nurses working in different units of a hospital system, we provided the first empirical evidence that display rules can be represented as shared, unit-level beliefs. Additionally, controlling for the influence of dispositional affectivity, individual-level display rule perceptions, and emotio…
Person-Environment Fit and Self-Determination Theory
Emotional labor in the 21st century
Part 1: Overview 1. Bringing Emotional Labor into Focus: A Review and Integration of Three Research Lenses Alicia A. Grandey, James M. Diefendorff, Deborah E. Rupp Part 2: Person Perspectives: Within, Between, Dyadic And Group 2. Episodic Intrapersonal Emotion Regulation: Or, Dealing with Life as it Happens Daniel J. Beal, John P. Trougakos 3. Motivation, Fit, Confidence, and Skills: How Do Individual Differences Influence Emotional Labor? Jason …
Leader-member exchange and job performance
We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure sign…
Examining Men’s Status Shield and Status Bonus
Work Motivation
The bright side of emotional labor
Emotional labor (expressing emotions as part of one's job duties, as in “service with a smile”) can be beneficial for employees, organizations, and customers. Meta-analytical summaries reveal that deep acting (summoning up the appropriate feelings one wants to display) generally has positive outcomes. Unlike surface acting (faking emotions), deep acting does not harm employee well-being, and deep acting is positively related with job satisfaction…
Motivation in caring labor
Work Motivation
Work motivation is a crucial, yet complex resource for employees and organizations. Scholars have investigated motivation at work through many theoretical lenses that are often examined in isolation from one another. This chapter seeks to bridge these various perspectives, first by providing a review of dominant theoretical lenses and second by presenting an integrative framework. The historical review includes a consideration of reinforcement th…
When does feeling in control benefit well-being? The boundary conditions of identity commitment and self-esteem
Psychological compassion climate
Leader-Expressed Humility
Psychology (18 works) · Social Psychology (15 works) · Job Satisfaction and Organizational Behavior (9 works) · Burnout (8 works) · Emotional Labor in Professions (8 works) · Job satisfaction (8 works) · Computer Science (7 works) · Emotional labor (7 works) · Social Psychology (7 works) · Emotional exhaustion (6 works)