Re: Dissonance Movie In Italian Free Download
Harold Yengo
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Although many studies have been conducted to evaluate the risk and protective factors on psychological health among academic staff, little attention has been paid to fixed-term researchers, the weakest figures in the academic context. By using the Job Demands-Resources model as theoretical framework, we investigated: (1) the role of some job demands (workload, mental load, and emotional dissonance) in predicting the need for recovery; (2) the role of some job resources (independence, career opportunities, and work-life balance) in predicting work engagement; and (3) the moderating role of the contract type (more or less precarious). We focused in particular on emotional dissonance (the discrepancy between emotions that need to be displayed and what is really felt), assuming its unique role in predicting fatigue. Results of structural equation modeling analysis generally supported our hypotheses and highlighted a so far undiscovered path between mental load and work engagement. Specifically, mental load leads to fatigue only indirectly through workload and emotional dissonance, while significantly predicting the absorption and the dedication of fixed-term Italian researchers. The latter relationship was also moderated by the contract type, so that mental load predicts dedication especially among researchers in the most precarious condition.
The study involved 318 call center agents of an Italian Telecommunication Company. Data analysis first performed descriptive statistics through SPSS 22. A path analysis was then performed through LISREL 8.72 and tested both direct and indirect effects.
Results suggest the role of resources in fostering job satisfaction and in decreasing turnover intentions. Emotional dissonance reveals a negative relation with job satisfaction and a positive relation with turnover. Moreover, job satisfaction is negatively related with turnover and mediates the relationship between job resources and turnover.
This study contributes to extend the knowledge about the variables influencing turnover intentions, a crucial problem among call centers. Moreover, the study identifies theoretical considerations and practical implications to promote well-being among call center employees. To foster job satisfaction and reduce turnover intentions, in fact, it is important to make resources available, but also to offer specific training programs to make employees and supervisors aware about the consequences of emotional dissonance.
Copyright: 2018 Zito et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
A call center can be defined as a work environment in which operators have to interact with customers by phone or other computer-based technologies [5]. Call centers, nowadays used by several companies, appeared in the early 1990s and served for organizations to reduce the costs of some services by improving customer facilities [6], and extending expectations of high service quality. The types of call center activities can be identified in inbound and outbound: the first, are suggested to have a passive role [5], since the activity is generally focused on receive calls from customers who contact the call center to complain and face with problems, whereas the second, is considered to be more active, since the operator is mostly engaged in selling and telemarketing [7].
Among the theoretical models able to understand the several aspects affecting well-being at work, the Job Demands-Resources model (JD-R model) [3, 4] has received much attention by scholars. Thanks to its flexibility, in fact, the model allows to take account of many possible working conditions, making it applicable to different occupations; more than other models, such as the Demand-Control Model [20, 21], the JD-R model has the added value to consider both positive and negative indicators of psychological well-being or discomfort [22]. The model assumes that well-being is influenced by two main categories of factors, job demands and job resources: job demands are mainly responsible for health degradation processes; job resources are mainly responsible for motivational processes.
Among the outcomes considered by studies adopting this theoretical model, a major role is played, for positive outcomes, by work engagement and, for negative outcomes, by burnout [3]. However, some studies have used the model to explain also life satisfaction [22] and job satisfaction [23, 24] in specific organizational contexts, such as call centers [6]. The present study is placed on continuity with these researches.
Job satisfaction refers to the extent to which employees like, or not, their job [25] and evaluate their job and the job situation positively, or not [26]. The research on the topic [27, 28] revealed two different perceptions of job satisfaction: overall satisfaction, referring to the work as a whole, and specific satisfaction, referring to individual aspects of the work (e.g. the level of remuneration).
As for the possible organizational determinants of job satisfaction, studies found that the following characteristics have a major role: the characteristics of the work itself (type of activities, variety, possibility of feedback, etc.); the characteristics of the working environment (space, tools, relationships with colleagues, style of supervisors, etc.); the characteristics of the work organization (rhythms, schedules, shifts, etc.); the management practices and the staff development adopted by the organization (communication, training, evaluation, salary, etc.) [28, 41, 42].
Several studies suggested the importance of the quality of relationships in organization, since they can positively influence job satisfaction, working efficiency, communication, as well as ensure greater access to other resources [4, 55]. Studies have in particular highlighted the crucial role played by the relation with supervisors [3, 4, 56, 57]. This is also suggested in the light of the role of employee coaching, intended as working partnership in which the supervisor focuses on the performance, the needs, and the development of employees [58]. The perception of support is, in fact, crucial to perceive a higher quality of working life, work engagement and less exhaustion associated to work [3, 4, 22, 55], even in call centers [6, 12]. Another job resource particularly considered by studies is job autonomy, that is the degree of discretion on the work management. Job autonomy is considered crucial not only for its direct effects on different well-being at work indicators [3], but also as moderator of the relation between job demands and well-being outcomes [59]. Moreover, among call center, the possibility to have job autonomy is linked to a lower stress, to higher job satisfaction and performance and, consequently, to lower turnover intentions [60]. Thus, we formulated the following hypotheses:
The study was conducted among a national Italian Telecommunication Company and involved a sample of inbound call center agents. Employees received an e-mail inviting them to the participation in the study explaining the aim of the research, the voluntary nature of the participation and the complete anonymity. The administration of the self-report questionnaire was on-line and the e-mail contained a link to participate in the study. The invitation to the study has been sent to 525 call center agents and 426 filled out the questionnaire (81.1% of the involved participants). After data cleaning, which excluded 108 incomplete questionnaires, the final sample comprised 318 respondents, covering the 60.6% of the call center agents involved in the research.
The research project was shared and approved by the Company Board of Directors. The research procedure has been approved by both the Scientific Committee and the multidisciplinary Technical Task Force (trade unions, health and safety managers, occupational health physicians). Since there was no medical treatment or other procedures that could cause psychological or social discomfort to participants, additional ethical approval was not required. The study was conducted according to the Helsinki Declaration [63], and data protection followed regulation of the Italian country (Legislative Decree No. 196/2003). The Company and the Department of Psychology of the University of Turin signed an agreement to ensure anonymity and confidentiality in collecting, analysing data and publishing. Participants received no reward and voluntarily participated in the research.
The questionnaire evaluated, through a demographic section, both personal (gender, age, marital status, having children) and professional (type of contract, time regime, seniority in the organization) characteristics of participants.
In order to deepen relations between all the assessed variables and to confirm the a priori tested model, alternative models were performed. In particular, six models have been estimated: one saturated, one non mediated, one fully mediated, and three partially mediated.
After descriptive analyses and correlations, a path analysis was performed. In order to evaluate all the possible relations and to deepen the characteristics of the assessed relations between variables in this sample, different alternative models were tested; in the end, the model 6 was chosen and confirmed as the best one. As shown in Table 2, it was performed a saturated model (model 1), a nonmediated model (model 2), a fully mediated model (model 3) and three partially mediated models. More in detail, model 4 showed the relations of resources with job satisfaction, which, in turn, has a relation with turnover; and a relation between emotional dissonance with job satisfaction and with turnover. Model 5 showed no relation between emotional dissonance and job satisfaction and turnover. Model 6 showed a relation between emotional dissonance and job satisfaction, but not a relation between emotional dissonance and turnover intentions mediated by job satisfaction. Looking at fit indices in Table 2, model 6 resulted the best one, revealing a meaning of the assessed relations.
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