Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Emotional Labor Scale× | Échelle des exigences et ressources professionnelles× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille≠ | Latent structure | Process / pipeline |
| Année d'origine≠ | 1983 | 2001 |
| Auteur d'origine≠ | Arlie Hochschild; Alicia Grandey; Celeste Brotheridge & Raymond Lee | Evangelia Demerouti and Arnold B. Bakker |
| Type≠ | Emotion-regulation-at-work measurement scale | Self-report questionnaire |
| Source fondatrice≠ | Hochschild, A. R. (1983). The Managed Heart: Commercialization of Human Feeling. University of California Press. ISBN: 9780520054547 | Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309-328. DOI ↗ |
| Alias≠ | ELS, Emotional Labour Scale, Brotheridge-Lee Emotional Labour Scale, Surface and Deep Acting Scale | JDRS, JD-R Questionnaire |
| Apparentées≠ | 3 | 5 |
| Résumé≠ | The Emotional Labor Scale measures the effort employees expend managing their feelings to meet the emotional display rules their jobs require, a phenomenon Arlie Hochschild named emotional labor in her 1983 book The Managed Heart. Studying flight attendants and bill collectors, Hochschild showed that organizations sell not only service but also smiles and warmth, and that producing those displays is real, taxing work. Alicia Grandey reframed emotional labor in 2000 as a problem of emotion regulation, distinguishing surface acting (faking or suppressing displays) from deep acting (changing what one actually feels), drawing on Gross's regulation theory. Celeste Brotheridge and Raymond Lee turned these ideas into a validated psychometric instrument, the Emotional Labour Scale, capturing surface acting, deep acting, and the frequency, intensity, variety, and duration of required displays. The construct and its measures anchor a large literature linking emotion regulation at work to burnout and well-being. | The Job Demands-Resources Scale (JDRS) is a multidimensional assessment instrument based on the Job Demands-Resources (JD-R) model, developed by Demerouti and Bakker in 2001. It measures the balance between job demands (workload, time pressure, emotional demands) and resources (autonomy, support, opportunities for growth) that shape employee well-being, engagement, and burnout risk. The JDRS has become central to occupational health research and practice. |
| ScholarGateJeu de données ↗ |
|
|