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Frontline service employees’ (FLEs) positive personality traits enhance service experiences, for both employee and customer outcomes. Yet, limited research addresses negative personality traits. Drawing on the emotion regulation framework, the purpose of this paper is to propose a conceptual model in which three negative personality traits – Machiavellianism, psychopathy and narcissism (the so-called dark triad (DT)) – represent antecedents, and FLE emotion regulation strategies (surface and deep acting) are mediators, all of which predict job satisfaction.

The test of this model includes occupationally diverse samples of FLEs from an individualistic (the USA) and a collectivistic (Japan) country, to assess the potential moderating role of culture.

The findings suggest that Machiavellianism relates more positively to surface and deep acting in Japan, whereas psychopathy relates more negatively to surface acting than in the USA. Unexpectedly, narcissism exhibits mixed effects on surface and deep acting in both countries: It relates positively to surface acting in the USA but prompts a negative relationship in Japan. The positive narcissism–deep acting relationship is also stronger for Japanese than for US FLEs. These findings help specify the effects of negative personality traits on important employee outcomes.

This is the first study that relates service employees’ DTs with emotional labor resulting in new avenues for further research. The findings are managerially relevant because they help specify the effects of negative personality traits on important employee outcomes.

The purpose of this paper is to examine how two motives for feedback-seeking behavior, the instrumental and image enhancement motives, impact the feedback-seeking process and supervisor ratings of task performance.

Correlational data were collected from supervisor-subordinate dyads and analysed with path analysis.

Results show that perceptions of a supportive supervisory feedback environment are associated with both higher instrumental and image enhancement motives. The instrumental motive fully mediates the relationship between the feedback environment and feedback-seeking behavior. However, the positive effect of feedback-seeking behavior on task performance ratings made by supervisors is only significant when the image enhancement motive is low. Contrary to expectations, no direct or moderating effects were found for the instrumental motive on performance ratings.

These results demonstrate that many instances of feedback-seeking behavior are motivated by a desire to enhance one’s public image, and that high image enhancers can earn strong performance ratings even with low feedback-seeking behavior. Overall, the findings highlight the critical importance of measuring employees’ motives in research on feedback and performance management.

This is the first study to explicitly examine how motives mediate and moderate the relationships between feedback environment perceptions, feedback-seeking behavior, and performance in the workplace. The findings suggest that future research on feedback-seeking behavior should measure and model the effects of motives on feedback processes.

Service firms increasingly hire employees that work two or more jobs. Drawing on conservation of resources (COR) theory and the notion that employees have finite emotional resources, the purpose of this paper is to examine the consequences of emotional labour among employees who simultaneously work in two service jobs. The authors posit that emotional labour requirements from the primary job (PJ) and secondary job (SJ) interact to emotionally exhaust employees through a process of resource depletion. Specifically, building on extant work, this research tests a theoretical mediation model of surface acting predicting organizational commitment through emotional exhaustion.

Employing a predictive survey approach, 171 frontline-service employees with two jobs from a variety of service industries are surveyed in two waves. The hypothesized model is tested using a bootstrap procedure for testing indirect effects. In addition, the authors investigate first- and second-stage moderation.

Results confirm full mediation of the relationship between surface acting and organizational commitment by emotional exhaustion, confirming that the effect of surface acting on organizational commitment is indirect through emotional exhaustion. In addition, results reveal that surface acting in the SJ moderates the link between surface acting in the PJ and emotional exhaustion, and that employees low on organizational identification congruence display lower levels of organizational commitment with the PJ.

This study contributes to the literature that relates emotional labour to organizational commitment by investigating contingent factors. The key contribution thus pertains to identifying contingent factors based in COR theory and social identity theory that influence the triadic relation between surface acting, emotional exhaustion, and organizational commitment.

Results reveal that surface acting in a second job not just simply adds to the level of employee emotional exhaustion. Instead levels of surface acting in a first and second job interact with each other to affect emotional exhaustion. This finding suggests service managers must take into account if and how employees are enforced to perform surface acting in the other job to prevent high exhaustion.

This study is the first to investigate emotional labour among dual job holders, a growing segment of the service workforce that poses unique challenges to organizations.

Service employees frequently engage in emotional labour to express emotions to customers that conform with organizational display rules. Previous studies report equivocal findings regarding the relationships among emotional labour, job satisfaction, and quitting intentions. This paper aims to shed additional light on the links by distinguishing two dimensions of emotional labour and predicting that job satisfaction mediates its relationship with quitting intentions, while gender and age moderate its relationship with job satisfaction.

Cross-sectional survey data from German service employees, entered into a structural equation model, test the study ' s hypotheses.

Job satisfaction partially mediates relationships between emotional labour and quitting intentions. Deep acting positively affects the job satisfaction of male but not female service employees. The surface acting-job satisfaction link is negative for female but not male service employees. The deep acting-job satisfaction link also is stronger for younger than for older service workers.

Conservation of resources theory complements and extends previous service research focused on employee-related outcomes of emotional labour.

The findings improve service managers ' understanding of how employees ' emotional labour drive job satisfaction and employee turnover.

This study is the first to consider both gender and age as moderators that help explain employee quitting intentions, as well as the first to find a positive effect of deep and surface acting on quitting intentions.

Vulnerability is a label and a concept that is widely used in disaster studies. To date the meaning has been quite limited and implied “weakness”, with criticisms arising periodically but not halting vulnerability's reproduction. In this paper, the authors offer a new theory of vulnerability for the field, suggesting that complicating the concept can create space for liberatory discourse and organising.

The authors draw from diverse understandings of vulnerability to generate new conceptual ground for disaster scholars. The authors explore the relationships between power and agency and autonomy and social hierarchy with regards to how vulnerability is considered within neoliberal democracies. The authors also outline ideological responses and the political actions that follow.

This exploration is underpinned by dissatisfaction with the way that vulnerability has thus far been theorised in disaster studies. Using the analytical framings provided, the authors hope that others will build on the idea that so-called “vulnerable” people, working in solidarity and using intersecting frameworks of anti-racism, anti-colonialism and anti-capitalism, can undermine the risk-creating norms of the neoliberal state.

The authors argue that the dominant framing of vulnerability in disaster studies – and usage of the vulnerability paradigm – provides political traction for neoliberal social projects, based on notions of humanitarianism. The authors make this claim as a challenge to the authors and the authors' peers to maintain reflexive scholarship and search for liberatory potential, not only in vulnerability but in other concepts that have become normative.

This study aimed to explore pre-service teachers’ epistemological beliefs about economics, and their reported future teaching styles for economics using survey and interviewing methodologies. This study revealed that the pre-service teachers considered economics to be practical as well as academic. The academic aspect of economics was mutually related to traditional routine ways of teaching. The practical aspect of economics was connected to constructive ways of teaching. Pre-service teachers displayed different thoughts about the effectiveness of teaching for students; routine ways of teaching are effective for low learning ability students, while constructive ways of teaching are effective for high learning ability students. After reporting results, I make suggestions for improving teacher training in economics.

This paper aims to contribute to indigenous entrepreneurship theory by identifying what constitutes an indigenous enterprise, focussing on Aotearoa New Zealand as a case.

This paper combines policy (quantitative survey) and academic research (qualitative interviews) to answer the same question, what is an indigenous enterprise in Aotearoa New Zealand?

The authors found a degree of consistency as to what counts as an indigenous enterprise in the literature (e.g., identity, ownership, values), yet a consensus on a definition of Maori business remains elusive. They also found that an understanding of the indigenous economy and indigenous entrepreneurial policy are impeded because of definitional uncertainties. The authors propose a definition of Maori business which accounts for indigenous ownership, identity, values and well-being.

The main limitation is that the literature and research use different definitions of indigenous enterprise, constraining comparative analysis. The next step is to evaluate our definition as a basis for quantifying the population of indigenous enterprises in Aotearoa New Zealand.

The research assists indigenous entrepreneurs to identify, measure and account for their contribution to indigenous self-determination and sustainable development.

This research has the potential to reconceptualise indigenous enterprise as a distinct and legitimate alternative institutional theory of the firm.

The research challenges assumptions and knowledge of entrepreneurship policy and practice generally and the understanding of what is the nature and extent of an indigenous firm.

This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.

Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.

Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.

This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.

The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.

This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.

The new management paradigm states that managing people is about managing feelings. For many people, change is a very personal and emotional issue, and can be difficult, especially when it involves their work environment. Employee resistance can pose significant obstacles to the planning and development of an office space relocation, particularly for projects that attempt to change the way in which people work. The relocation of employees is expensive, in terms of both operational costs and investments. This paper deals with both the psychological as well as the economic impacts of introducing a change. It is intended to equip facility managers who are delivering projects to understand not only the change process, but also more importantly, to discern why employees resist change and provide them with a multifaceted approach to facilitating the change process. One key element for managing the resistance to change is the use of effective, ongoing and varied communication vehicles. This paper includes an inventory of recommended communication tools that have proved to be both effective and successful. It will share experiences through ‘lessons learned’, that will demonstrate how ‘skipping steps’ in the process can jeopardise the success of the project. It is hoped to establish that time and resources expended towards the management of the resistance to change equate to time and effort well spent and can make the difference between success and failure.