Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes
Article first published online: 6 SEP 2013
© 2013 The British Psychological Society
Journal of Occupational and Organizational Psychology
Volume 86, Issue 4, pages 457–476, December 2013
How to Cite
Shanock, L. R., Allen, J. A., Dunn, A. M., Baran, B. E., Scott, C. W. and Rogelberg, S. G. (2013), Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes. Journal of Occupational and Organizational Psychology, 86: 457–476. doi: 10.1111/joop.12037
- Issue published online: 3 OCT 2013
- Article first published online: 6 SEP 2013
- Manuscript Revised: 9 AUG 2013
- Manuscript Received: 18 JAN 2013
- emotional labour;
- surface acting;
- emotional exhaustion;
- intentions to quit
This study adds to the growing body of research on work meetings and extends the emotional labour literature beyond a service context by examining the relationship between surface acting during meetings and perceived meeting effectiveness. Additionally, the relationships of surface acting during meetings and perceived meeting effectiveness with time-lagged reports of intention to quit and emotional exhaustion 3 months later were investigated. Structural equation modelling of data from 178 working adults revealed negative relationships between surface acting and perceptions of meeting effectiveness. Perceived meeting effectiveness partially mediated the relationship between surface acting and both intention to quit and emotional exhaustion 3 months later. These findings expand both the limited research on perceived meeting effectiveness and the surface acting nomological network to include a consideration that expressing inauthentic emotions in meetings (surface acting) may relate to the perceived effectiveness of the meeting. As well, both surface acting during meetings and perceived meeting effectiveness may relate to how emotionally exhausted employees feel and their intentions to seek other employment. Given the cost and pervasiveness of meetings in daily organizational life and their potential effects on the well-being of employees, understanding how to make meetings effective is paramount – particularly if researchers and practitioners want to better understand how perceived meeting effectiveness may be related to various employee outcomes.
- Organizations use up to 15% of their personnel budget on meetings, yet meetings are often considered ineffective by employees.
- Organizations wishing to increase the perceived effectiveness of their meetings can work to reduce the degree to which employees feel they have to express inauthentic emotion in meetings.
- In turn, expressing inauthentic emotion in meetings related to employees' future emotional exhaustion and intent to leave the organization.