Effects of emotional labor and adaptive selling behavior on job performance

Xifeng Wang1, Guocai Wang2, Wee Chow Hou3
1Economics and Management School , Nanjing Technological University, People’s Republic of China
2Department of Marketing, Business School, Nanjing University, People’s Republic of China
3Division of Marketing and International Business, Nanyang Business School, Nanyang Technological University, People’s Republic of China
Cite this article:  Wang, X., Wang, G., & Hou, W. C. (2016). Effects of emotional labor and adaptive selling behavior on job performance. Social Behavior and Personality: An international journal, 44(5), 801-814.

Volume 44 Issue 5 | e4319 | Published: June 2016 | DOI: https://doi.org/10.2224/sbp.2016.44.5.801

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We examined the effects of salespersons’ emotional labor strategies on adaptive selling behavior and individual job performance in the direct selling industry. Participants were 254 salespeople who completed measures of deep acting, surface acting, adaptive selling behavior, and job performance. The analysis results showed that salespersons’ deep acting was positively related to adaptive selling behavior and job performance, whereas salespersons’ surface acting was negatively related to adaptive selling behavior and job performance. In addition, adaptive selling behavior partially mediated the relationship between emotional labor strategies and job performance. These suggestions will allow human resource managers to select the right employees and prepare them to meet customers’ varied requirements through using deep acting, demonstrating adaptive selling behavior, and minimizing the detrimental effect of surface acting as much as possible.

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