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Emotional intelligence is the ability to recognize and interpret emotions that can be used to regulate emotions and assist cognitive processes which promote emotional and intellectual growth. [28] Emotional intelligence has been researched by Carmelli (2003) in order to see its effect on employees work performance. [29] Due to the social nature ...
Servant leaders also make a safe emotional work environment for employees by making acceptance a major goal. [34] Acceptance refers to having different personalities, personal views, and values as employees, and understanding that employees are not perfect. [34] They also create a psychologically ethical climate. [5]
These resources are helpful in reducing the impact of job demands on strain, but they are also useful in the achievement of work goals, and they stimulate learning, personal growth and development. One consistent finding is that the motivational potential of job resources is particularly salient in the face of high job demands.
Although emotional labor may be helpful to the organizational bottom line, there has been recent work suggesting that managing emotions for pay may be detrimental to the employee". [14] Emotional labor and emotional work both have negative aspects to them including the feelings of stress, frustration or exhaustion that all lead to burnout.
Employee engagement first appeared as a concept in management theory in the 1990s, [3] becoming widespread in management practice in the 2000s, but it remains contested. Despite academic critiques, employee engagement practices are well established in the management of human resources and of internal communications .
Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, organizational scholarship focuses attention on the generative dynamics in organizations that lead to the development of human strength, foster resiliency in employees, enable healing and restoration, and cultivate ...
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Affective Commitment is defined as the employee's positive emotional attachment to the organization. Meyer and Allen pegged AC as the "desire" component of organizational commitment. An employee who is affectively committed strongly identifies with the goals of the organization and desires to remain a part of the organization.