Perceived Organizational Support as a Moderator of Emotional Labor/Outcomes Relationships

  1. Allison B. Duke1,*,
  2. Joseph M. Goodman2,
  3. Darren C. Treadway3,
  4. Jacob W. Breland4

Article first published online: 27 APR 2009

DOI: 10.1111/j.1559-1816.2009.00470.x

Issue

Journal of Applied Social Psychology

Journal of Applied Social Psychology

Volume 39, Issue 5, pages 1013–1034, May 2009

Additional Information

How to Cite

Duke, A. B., Goodman, J. M., Treadway, D. C. and Breland, J. W. (2009), Perceived Organizational Support as a Moderator of Emotional Labor/Outcomes Relationships. Journal of Applied Social Psychology, 39: 1013–1034. doi: 10.1111/j.1559-1816.2009.00470.x

Author Information

  1. 1

    Department of Management Lipscomb University

  2. 2

    Illinois State University

  3. 3

    Department of Organization and Human Resources State University of New York at Buffalo

  4. 4

    University of Idaho

* Allison B. Duke, Department of Management, College of Business, Lipscomb University, One University Park Drive, Nashville, TN 37204-3951. E-mail: allison.duke@lipscomb.edu

Publication History

  1. Issue published online: 27 APR 2009
  2. Article first published online: 27 APR 2009

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The current study investigates the interactive effects of perceptions of organizational support on 2 emotional labor outcomes: job satisfaction and job performance. A sample of 2 retail service firms (n = 338) supported the moderating effect of perceived organizational support (POS) on the emotional labor/outcomes relationships. POS attenuated the negative effects of the emotional labor/job satisfaction and emotional labor/performance relationships. Implications of these results, strengths and limitations of the current study, and directions for future research are discussed.

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