Emotional Labor as a Reputation Management Technique in Service Organizations

Emotional Labor as a Reputation Management Technique in Service Organizations

Senay Yürür (Yalova University, Turkey)
Copyright: © 2018 |Pages: 22
DOI: 10.4018/978-1-5225-3619-2.ch002

Abstract

This chapter discusses the issue of emotional labor as a reputation management technique. This technique, which is important for service organizations' reputations, concerns the organizational arrangements and individual processes affecting the ways in which employees exhibit expected behaviors toward their customers during service encounters. First, the chapter discusses the concept and theoretical background of reputation management. Then, it explores the concept, types, and dimensions of emotional labor by emphasizing the meaning and importance of emotional labor for service organizations. Finally, it examines the antecedents of emotional labor and the organizational and individual consequences it exposes. It is hoped that this chapter will guide service sector administrators in understanding the importance and management of emotional labor in terms of organizational reputations while also shedding light on the academic studies still needed in this field.
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Concept Of Reputation Management And Its Theoretical Foundations

A company’s reputation is determined over time by its stakeholders’ collective judgements of the company’s financial, social, and environmental effects and activities (Barnett et al., 2006). These judgements are related to how positively or negatively the stakeholders perceive the organization in comparison to its competitors, based on the organization’s history of consistent performance and effective communication. Stakeholders include customers, suppliers, retailers, financial institutions, shareholders, the general public, and employees. A company’s reputation with each of these groups affects stakeholders’ decisions to support (or not support) the company. Each stakeholder group is interested in different organizational characteristics. For example, whereas customers are interested in product price, quality, and reliability, financial institutions are interested in financial performance and employees are concerned with wage policies, working conditions, and other personnel policies. For this reason, companies should design their reputation management applications in accordance with the expectations and interests of each stakeholder group, while also creating a coherent image across the different groups (Gray and Balmer, 1998).

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