:: Volume 6, Issue 3 And 4 (2-2018) ::
مدیریت پرستاری 2018, 6(3 And 4): 28-37 Back to browse issues page
Emotional work strategies of managers and job performance of nurses
Zahra Riahi Paghaleh , Behrooz Rezaei# * , Seyed Habibollah Hosseini
#Assistant Professor, Nursing & Midwifery Faculty, Falavarjan Branch, Islamic Azad University, Isfahan, Iran , beh.rezaei@gmail.com
Abstract:   (9507 Views)
Introduction: The efficiency of a hospital in providing appropriate care services requires effective communication between managers and nursing staff. Emotional skills are an important factor in the effectiveness of leadership and organizational success of managers. Effective managerial emotional display can be effective in improving employee performance.
Aim: The purpose of this study was to determine the relationship between the emotional display of nursing managers and the performance of nursing staff.
Methods: A cross-sectional, descriptive, and correlational study was conducted in a teaching hospital in Tehran, 2015. The sample consisting 120 nurses and 15 nurse mangers was selected via convenience sampling method. The research instruments were the Dyndorff (2005) emotional display questionnaire and Paterson's (1990) job performance questionnaire, whose reliability was confirmed by Cronbach's alpha of 0.76 and 0.83 respectively in previous studies. Performance questionnaire was completed by staff (nurses and head nurses) and emotional display questionnaire was completed by managers (head nurses and supervisors) via self reported method. Data were analyzed by Spearman correlation coefficient using SPSS software at a significance level of 0.05.
Results: The real and deep emotional display strategies of managers were in high level (66.7%) and the performance of nursing staff was in excellent level (90%). Among emotional labor strategies only the real emotional display of managers had a positive correlation with job performance of the nursing staff (P = 0.020, r = 0.203). The emotional labor strategies of managers and the job performance of nursing staff had no significant relationship with personal characteristics (P >0.05).
Conclusion: The high level of emotional labor strategies may cause emotional exhaustion and burnout in nursing mangers. So the health assessment and providing proper psychological interventions for managers are necessary. Also, emotional display strategies of nursing managers are measured in self-assessment. It raises the awareness of managers in this field, and helps them to apply effective emotional display strategies to develop staff performance.
Keywords: Emotional Labor, Emotional Display Strategies, Job Performance, Nursing Managers, Hospital Nursing Staff
Full-Text [PDF 263 kb]   (2084 Downloads)    
Type of Study: Research | Subject: Special
Received: 2018/01/16 | Accepted: 2018/02/17 | Published: 2018/02/17
References
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28. Trivellas,P. & Reclitis,P. The effect of job related stress on employees' satisfaction: A survey in Health Care. Social and Behavioral Sciences, 2013; (73), 718-726.
29. Al-Makhaita HM, ahmed Sabra A, Hafez A. Job performance among nurses working in two different health care levels, Eastern Saudi Arabia: a comparative study. International Journal of Medical Science and Public Health. 2014; 3(7):832-7. doi: 10.5455/ijmsph.2014.240420142 [DOI:10.5455/ijmsph.2014.240420142]
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31. Biron M, van Veldhoven M. Emotional labor in service work: Psychological flexibility and emotion regulation. Human Relations. 2012; 65(10):1259-82. [DOI:10.1177/0018726712447832]
32. Walsh G, Bartikowski B. Employee emotional labor and quitting intentions: Moderating effects of gender and age. European Journal of Marketing. 2013 Jul 26; 47(8):1213-37. [DOI:10.1108/03090561311324291]
33. Hosseini M, Sedghi Goyaghaj N, Alamadarloo A, Farzadmehr M, Mousavi A. The relationship between job burnout and job performance of clinical nurses in Shiraz Shahid Rajaei hospital (thruma) in 2016. Journal of Clinical Nursing and Midwifery. 2017; 6 (2):59-68. [Persian]
34. Kavoosi Z, Ghaderi A, & Moeenizadeh M . Psychological Well-Being and Job Performance of Nurses at Different Wards. Research In Clinical Psychology And Counselings, 2015; 4(1), 175-194. [Persian] doi:10.22067/ijap.v4i1.37465
35. Hassani M. The Role of organizational learning on accountability and job performance of medical staff. J Urmia Nurs Midwifery Fac. 2015; 12 (11) :996-988. [Persian]
36. Tummers L. The Relationship Between Coping and Job Performance. Journal of Public Administration Research and Theory. 2016 Oct 1; 27(1):150-62. doi:10.1093/jopart/muw058 [DOI:10.1093/jopart/muw058]
37. Rezaei B. Quality of clinical education (A case study in the viewpoints of nursing and midwifery students in Islamic Azad University, Falavarjan Branch). Educ Strategy Med Sci. 2016; 9 (2) :106-117. [Persian]
38. Hochschild, A. R. The managed heart: The commercialization of feeling. 1983. Berkeley: University of California Press.
39. Bondarenko Y, du Preez E, Shepherd D. Emotional Labour in Mental Health Field Workers. New Zealand Journal of Psychology, 2017; 46(1): 4-13.
40. Diefendorff JM, Erickson RJ, Grandey AA, Dahling JJ. Emotional display rules as work unit norms: a multilevel analysis of emotional labor among nurses. Journal of occupational health psychology. 2011 Apr; 16(2):170. [DOI:10.1037/a0021725]
41. Badolamenti S, Sili A, Caruso R, Fida R. What do we know about emotional labour in nursing? A narrative review. British journal of nursing. 2017; 26(1). http://dx.doi.org/10.12968/bjon.2017.26.1.48 [DOI:10.12968/bjon.2017.26.1.48]
42. Gooty J, Connelly S, Griffith J, Gupta A. Leadership, affect and emotions: A state of the science review. The Leadership Quarterly. 2010 Dec 31; 21(6):979-1004. doi:10.1016/j.leaqua.2010.10.005 [DOI:10.1016/j.leaqua.2010.10.005]
43. Boucher C. A Qualitative Study of the Impact of Emotional Labour on Health Managers. The Qualitative Report. 2016 Nov 1; 21(11): 2148-2160. Retrieved from htp://nsuworks.nova.edu/tqr/vol21/iss11/15
44. Gardner WL, Fischer D, Hunt JG. Emotional labor and leadership: A threat to authenticity?. The Leadership Quarterly. 2009 Jun 30; 20(3):466-82. [DOI:10.1016/j.leaqua.2009.03.011]
45. Dahling JJ, Perez LA. Older worker, different actor? Linking age and emotional labor strategies. Personality and Individual Differences. 2010 Apr 30; 48(5):574-8. doi:10.1016/j.paid.2009.12.009 [DOI:10.1016/j.paid.2009.12.009]
46. Becker WJ, Cropanzano R, Van Wagoner P, Keplinger K. Emotional Labor within Teams: Outcomes of Individual and Peer Emotional Labor on Perceived Team Support, Extra-Role Behaviors, and Turnover Intentions. Group & Organization Management. 2017, 1-34. Doi: 1059601117707608
47. Fisk GM, Friesen JP. Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors. The Leadership Quarterly. 2012 Feb 29;23(1):1-2. [DOI:10.1016/j.leaqua.2011.11.001]
48. Kinman G, Leggetter S. Emotional labour and wellbeing: what protects nurses?. InHealthcare 2016, 4(4): 89- 102. doi:10.3390/healthcare4040089 [DOI:10.3390/healthcare4040089]
49. Wang G. What role does leaders' emotional labor play in effective leadership? An empirical examination, PhD diss, University of lowa, 2011.
50. Reyahi S. Investigating the Relationship between Emotional Expressions of Managers and attitudes and behaviors of Executive Authorities in Rafsanjan, Master of Science (MSc), 2013, Islamic Azad University, Rafsanjan Branch.
51. Reyahi Paghaleh Z, Rezaei B, Hosseini SH. Investigating the relationship between emotional displays of nursing managers and the performance of nursing staff (Case study: Dr. Shariati Hospital, Tehran). Health Sciences. 2016 Jan 1;5(7S):179-84. Arshadi N, & Peiriyani S. The relationship between Islamic work ethics with job performance, job satisfaction and intention to leave a job in staff. J of Islamic Management, 2014; 22 (1): 213-234. [Persian]
52. Safdar S, Friedlmeier W, Matsumoto D, Yoo SH, Kwantes CT, Kakai H, Shigemasu E. Variations of emotional display rules within and across cultures: A comparison between Canada, USA, and Japan. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement. 2009 Jan; 41(1):1-10. DOI: 10.1037/a0014387 [DOI:10.1037/a0014387]
53. Delgado C, Upton D, Ranse K, Furness T, Foster K. Nurses' resilience and the emotional labour of nursing work: An integrative review of empirical literature. International Journal of Nursing Studies. 2017 May 1; 70:71-88. http://dx.doi.org/10.1016/j.ijnurstu.2017.02.008 [DOI:10.1016/j.ijnurstu.2017.02.008]
54. Al‐Hamdan Z, Oweidat IA, Al‐Faouri I, Codier E. Correlating Emotional Intelligence and Job Performance Among Jordanian Hospitals' Registered Nurses. In Nursing forum, 2017; 52 (1): 12-20. [DOI:10.1111/nuf.12160]
55. Al-Hawary SI, Banat NA. Impact of Motivation on Job Performance of Nursing Staff in Private Hospitals in Jordan. International Journal of Academic Research in Accounting, Finance and Management Sciences. 2017; 7(2):54-63. [DOI:10.6007/IJARAFMS/v7-i2/2824]
56. Al-khasawne, AL. Moh'd Futa, S. The Relationship between Job Stress and Nurses Performance in the Jordanian Hospitals: A Case Study in King Abdullah the Founder Hospital. Asian Journal of Business Management, 2013; 5(2): 267-275.
57. Trivellas,P. & Reclitis,P. The effect of job related stress on employees' satisfaction: A survey in Health Care. Social and Behavioral Sciences, 2013; (73), 718-726.
58. Al-Makhaita HM, ahmed Sabra A, Hafez A. Job performance among nurses working in two different health care levels, Eastern Saudi Arabia: a comparative study. International Journal of Medical Science and Public Health. 2014; 3(7):832-7. doi: 10.5455/ijmsph.2014.240420142 [DOI:10.5455/ijmsph.2014.240420142]
59. Klang, A. The Relationship between Personality and Job performance in Sales: A Replication of Past Research and an Extension to a Swedish Context. Journal of Stockholm University, 2012; (32): 1-5.
60. Biron M, van Veldhoven M. Emotional labor in service work: Psychological flexibility and emotion regulation. Human Relations. 2012; 65(10):1259-82. [DOI:10.1177/0018726712447832]
61. Walsh G, Bartikowski B. Employee emotional labor and quitting intentions: Moderating effects of gender and age. European Journal of Marketing. 2013 Jul 26; 47(8):1213-37. [DOI:10.1108/03090561311324291]

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Volume 6, Issue 3 And 4 (2-2018) Back to browse issues page