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Emotions have widespread effects in organizations and underlie a broad range of dynamics in organizations. This volume explores the role that emotion plays in such diverse organizational phenomena as entrepreneurship, change, service failure, and creativity. The study of emotions in organizations is broadening, with new phenomena being considered through the lens of emotions, and deepening, with theoretical approaches being refined and sharpened. The choice of theme of this volume reflects this tension. Organizations are dynamic, they change and they comprise elements that are constantly moving. They are simultaneously ordered and complicated and complex. Emotions help us understand this dynamism. As the chapters in this volume help us understand and appreciate, emotions are often an underlying energizing and motivating force. Examination of the role of emotions as precursors or mediators of change or innovation or creativity is therefore essential to being able to manage this dynamism.

AbstractIn this study we shed light on the relationship between satisfaction with human resource management (HRM) practices and employee performance. We examined the proposition that employee perceptions of HRM practices predict their behaviour toward customers. Previous writers have based such hypotheses on theory formulated at the level of individual employees, but have used analyses at organizational or aggregate levels. We therefore sought to demonstrate individual‐level relationships between employee perceptions and service behaviour. We also sought to contrast the role of satisfaction with HRM practices with that of employees' perceptions of how service‐oriented their organization's culture was, based on the position of marketing theorists that a service culture is fundamental to promoting service behaviour. Our study of airline service employees showed that service culture had a direct effect on self‐reported service behaviour, and that HRM practice perceptions had both a direct effect on self‐reported service behaviour and an indirect effect through service culture. Specifically, satisfaction with leadership and with work demands were the strongest predictors of service behaviour. Service culture did not moderate the relationship between perceptions of HRM practices and service behaviour. Discussion focused on alternative explanations for the relationship between organizational practices and service behaviour and on the implications for organizations wishing to promote service behaviour.RésuméCette étude tente d'éclaircir la relation qui existe entre la satisfaction des employés face aux pratiques de gestion des ressources humaines (GRH) et leur rendement professionnel. Nous avons examiné l'hypothèse selon laquelle il est possible de prédire le comportement des employés d'après leurs perceptions de la GRH. Les auteurs précédents ont émis cette hypothèse en se basant sur une théorie formulée au niveau individuel de l'employé mais en utilisant une approche analytique plutǒt organisationnelle ou collective. Par conséquent, nous avons cherché à démontrer la relation qui existe au niveau individuel entre la perception des employés et leurs comportements à l'égard du service à la clientèle. Nous avons aussi tenté de faire ressortir le rǒle qui existe entre la satisfaction des employés face à la GRH et la perception qu'ils ont de l'importance que la culture de l'entreprise met sur le service à la clientèle. Pour cela, nous nous sommes basés sur les fondements mis de l'avant par les théoriciens du marketing, voulant qu'une culture de service soit essentielle pour favoriser ce ≪comportement‐service ≫ parmi les employés. Notre étude réalisée avec les employés du service à la clientèle des compagnies aériennes a révélé qu'une ≪ culture de service ≫ a un effet direct sur l'autocritique des employés de leur comportement‐service. De plus, elle nous a démontré que la perception que les employés ont de la GRH a un effet direct sur cette měme autocritique ainsi qu'un effet indirect par le biais de la culture de service de leur entreprise. Plus spécifiquement, la satisfaction liée au 'leadership' et aux exigences de travail sont les indicateurs les plus significatifs pour prédire le comportement‐service. La culture de service n'a pas eu comme effet de tempérer la relation qui existe entre la perception de la GRH et le comportement‐service. Les discussions se sont concentrées sur l'élaboration d'autres explications sur la relation entre les pratiques des entreprises et le comportement lié au service à la clientèle ainsi que leurs répercussions pour les entreprises qui désirent favoriser un comportement‐service chez leurs employés.

This volume of Research on Emotion in Organizationscontributes to the ongoing research on emotions within organizational leadership through a three-level analysis focusing on: leadership and individual team members; leadership and its effects on the team construct; and, leadership in the overall context of organizations and culture.

The theme of this volume, What Have We Learned? Ten Years On, provides a wonderful tour of the ways in which emotions research has advanced the way in which we conceive of work and its possibilities for adding value to life. The volume is presented in eight parts, so that the reader will can how emotions research has advanced our knowledge and understanding of what comprises work, the experiences and resourcefulness of traditional and non-traditional workers, the drivers of consumer behavior, the dynamics of team behavior, the quality of the leader-member relationship, the demands and skills required of In Extremis work contexts, methods to improve noncognitive assessment, and advances in ways to create and maintain Positive Work Environments. The chapters in this volume leave no doubt in the readers mind that emotions as energizing and motivating mechanisms demand understanding and attention in order to improve performance and societal value from organizational activities, ensure dignity for workers and consumers, and create workplaces where individuals are engaged and flourishing.

This volume focuses on the role of emotions in forming and sustaining identities at work, and the value of exploring these topics from various theoretical and methodological points of view. This volume recognizes the depth of emotion and identity at work by addressing these topics on individual, occupational, and social role levels

Research on Emotion in Organizations is the publication of the Emonet listserv http://www.emotionsnet.org, which hosts the biennial International Conference on Emotion and Worklife. Chapters in the series include a selection of peer-reviewed papers from the conference, together with invited chapters by leading scholars in the field of emotion in organizational settings