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The Effect of Positive Psychological Capital on Emotional Labor

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  • Idil Tamer

    (Istanbul Medipol University34810, Beykoz, Istanbul, Turkey)

Abstract

In modern age, positive psychological capital is as important as financial capital for organizational development and sustainability. Efficacy, hope, optimism, and resilience are the dimensions of positive psychological capital. Emotional labor is defined by Hochschild as control of self emotions at work by workers who have a high degree of contact with coworkers within the organization or with external clients, so as to create an expression, voice or body gesture which is acceptible to the clients. Emotional labor is analysized under three components: surface acting, deep acting and naturally felt emotions. This study is aimed to investigate the impact of positive psychological capital on emotional labor. So a research is conducted with the aim of exploring the relationship between the sub-dimensions of psychological capital and emotional labour. Key Words:Positive Psychology, Positive Psychology Capital, Emotional Labor

Suggested Citation

  • Idil Tamer, 2015. "The Effect of Positive Psychological Capital on Emotional Labor," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 4(2), pages 20-34, April.
    • Handle: RePEc:rbs:ijbrss:v:4:y:2015:i:2:p:20-34
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    References listed on IDEAS

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    1. Luthans, Fred & Zhu, Weichun & Avolio, Bruce J., 2006. "The impact of efficacy on work attitudes across cultures," Journal of World Business, Elsevier, vol. 41(2), pages 121-132, June.
    2. Luthans, Fred & Avolio, Bruce J. & Walumbwa, Fred O. & Li, Weixing, 2005. "The Psychological Capital of Chinese Workers: Exploring the Relationship with Performance," Management and Organization Review, Cambridge University Press, vol. 1(2), pages 249-271, July.
    3. Fred Luthans & Bruce J. Avolio & Fred O. Walumbwa & Weixing Li, 2005. "The Psychological Capital of Chinese Workers: Exploring the Relationship with Performance," Management and Organization Review, International Association of Chinese Management Research, vol. 1(2), pages 249-271, July.
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    Cited by:

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