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RISS 인기검색어
- 검색키워드
- 저자 : Gilles Marcoux (검색결과 2 건)
- 무료
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- 유료
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Work Pressure and Social Skills An Analysis Based on the Fourfold Typology of Emotional Labor
Gilles Marcoux,Izold Guihur KINFORMS 2012 Management Review Vol.7 No.2
In the past decades, most studies on emotional labor have used the traditional framework developed by Hochschild, relating to deep acting and surface acting. Recently, the Bolton‟s fourfold typology has attempted to broaden this perspective by showing that emotional labor may not only bring negative consequences. Emotional labor may also bear positive aspects for the workers when it allows them to mobilize resources in order to do their job. Using the new framework of emotional labor, this paper aims to understand how the CSRs of a call center can apply different strategies of action in their work that are related to the four aspects of emotional labor (pecuniary, prescriptive, presentational and philanthropic). Results show that emotional labor is not always a constraint. It can also bring up the capacity of the workers to mobilize some of their social skills in order to give a sense to their work.
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Co-operative Difference and Oganizational Commitment: The Role of High-performance Work Practices
Andre, Leclerc,Izold Guihur,Gilles Marcoux KINFORMS 2020 Management Review Vol.15 No.2
The relationship between human resource management practices (HRMPs) and organizational commitment remains unexplored in the specific context of financial service co-operatives (FSC). The specific principles that guide co-operatives are believed to cause a different perception of the HRMP by the employees;even when the practices are similar to those of the capitalist sector. This perceived co-operative difference would be of strategic importance for FSC as it could play a role in the relationship between HRMPs and the organizational commitment. Two objectives are drawn from this;the first being to identify the HRMPs;called high-performance work practices (HPWPs);which act as determinants of the employees’ perception of a co-operative difference;and the second;to verify the existence of a relationship between the perceived cooperative difference and organizational commitment. Based on survey data;this research uses factorial modelling and shows that the co-operative difference perception is significantly influenced by practices of training;empowerment;and transformational leadership. It also demonstrates that the perception of a cooperative difference plays a mediating role between HPWPs and the organizational commitment of the employees.
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