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Article
Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes
Journal of Occupational and Organizational Psychology
  • Linda R. Shanock, University of North Carolina at Charlotte
  • Joseph A. Allen, University of Nebraska at Omaha
  • Alexandra M. Dunn, University of North Carolina at Charlotte
  • Benjamin E. Baran, Northern Kentucky University
  • Cliff W. Scott, University of North Carolina at Charlotte
  • Steven G. Rogelberg, University of North Carolina at Charlotte
Document Type
Article
Publication Date
12-1-2013
Disciplines
Abstract
This study adds to the growing body of research on work meetings and extends the emotional labour literature beyond a service context by examining the relationship between surface acting during meetings and perceived meeting effectiveness. Additionally, the relationships of surface acting during meetings and perceived meeting effectiveness with time-lagged reports of intention to quit and emotional exhaustion 3 months later were investigated. Structural equation modelling of data from 178 working adults revealed negative relationships between surface acting and perceptions of meeting effectiveness. Perceived meeting effectiveness partially mediated the relationship between surface acting and both intention to quit and emotional exhaustion 3 months later. These findings expand both the limited research on perceived meeting effectiveness and the surface acting nomological network to include a consideration that expressing inauthentic emotions in meetings (surface acting) may relate to the perceived effectiveness of the meeting. As well, both surface acting during meetings and perceived meeting effectiveness may relate to how emotionally exhausted employees feel and their intentions to seek other employment. Given the cost and pervasiveness of meetings in daily organizational life and their potential effects on the well-being of employees, understanding how to make meetings effective is paramount – particularly if researchers and practitioners want to better understand how perceived meeting effectiveness may be related to various employee outcomes.
Comments

This is the pre-peer reviewed version of the following article: Rhoades Shanock, L., Allen, J. A., *Dunn, A. M., Baran, B., Scott, C. W., & Rogelberg, S. G. (2013). Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes. Journal of Occupational and Organizational Psychology, 86(4), 457-476. , which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/joop.12037/abstract.

Citation Information
Linda R. Shanock, Joseph A. Allen, Alexandra M. Dunn, Benjamin E. Baran, et al.. "Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes" Journal of Occupational and Organizational Psychology Vol. 86 Iss. 4 (2013) p. 457 - 476
Available at: http://works.bepress.com/joseph_allen/41/