The Link between Empowerment and Emotional Dissonance

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• Empowerment and emotional dissonance The link between empowerment and emotional dissonance was first visualized by Lashley (2001a) where he claimed that the emotional feature of authorization plays an important role and gives impression on the importance of emotion. Lashley hypothetically claimed that the positive feeling that is controlled by the authorized employee will support in creating positive feelings in personnel where this could most likely propose some help to personnel, particularly before they get involve to ‘emotional dissonance’. Basically, personnel need to get involve in a specific amount of emotion in order to create the suitable feelings (Conger and Kanungo, 1988, Lashley, 1999) and to follow the necessary job rules (Hochschild, 1983; Ashforth and Humprey, 1993; Morris and Feldman, 1996a; Grandey, 2000). Based on the previous researches’ example, it has proved that service employees, like front office employees associated in the ‘commercialization of feeling’ (Hochschild, 1983) offer the impression of job satisfaction which wants them to manage suitable feelings to please guests. According to this, Lashley (1999) claimed that personnel would be incapable of managing the necessary emotions if they are given a chance to ease and sense their personal power and the meaning of their role in the service business. The empowerment of personnel seems to be able of creating feelings of assurance to the service encounter (Barbee and Bott, 1991). Hence, a variety

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