More than one strategy: A closer examination of the relationship between deep acting and key employee outcomes.

The relationship between emotional labor strategies (i.e., deep acting and surface acting) and employee outcomes has been often studied. Yet, although the impact of surface acting on employee well-being is clear, findings regarding deep acting have been inconsistent. In the present study, we propose that this may be explained by the multidimensional nature of deep acting, which subsumes different specific emotion regulation strategies. With a 5-day diary study, we investigated the links between subtypes of deep acting (i.e., cognitive change and attentional deployment) and key employee outcomes (i.e., mental fatigue, self-authenticity, and rewarding interactions) in a sample of 244 employees. Multilevel analyses confirmed that different emotion regulation strategies underlying deep acting were differentially related to employee outcomes, which may explain the mixed results of previous research examining deep acting as a uniform construct. Theoretical and practical implications of considering specific emotion regulation strategies underlying deep acting are discussed. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

Looking good or doing good? Motivations for organisational citizenship behaviour in Turkish versus South Korean collectivists.

The purpose of this article is to explore potential motivations to perform organisational citizenship behaviour (OCB) in collectivistic Turkish and South Korean societies. Although collectivism has been proposed as a predictor of OCB, previous research has not fully explored the possibility that collectivistic individuals' OCB may result from their self-oriented motives (i.e. social desirability concerns) or their future-oriented motives (i.e. long-term orientation concerns). We predicted that OCB stems from social desirability concerns among Turkish collectivists, meaning it is used for maintaining a positive image within the organisation. However, for South Korean collectivists, we predicted that OCB stems from their long-term orientation concerns, meaning it is used to make the organisation better. The results were in line with our predictions, and the findings are discussed in terms of their implications for firms in collectivistic societies.