A research on the moderator role of organizational support in the effect of self-efficacy on emotional labor

Human resources management is the name given to all the functions of a department that organizes the potential human resources that an organization can have. This should benefit to the organization, the individual and the environment. It should ensure that this is implemented in a manner that is not contrary to the laws of the country and provides the effective management of human resources. Human resources employees whose duties are shaped in line with this definition interact with internal employees as well as potential external employees. During this interaction they experience various mood transitions and they are expected to manage these feelings because they represent the organization they work for. Since the concept of emotion cannot be examined independently of human beings, the emotional labor demonstrations of human resources employees constitute the main point of this study. Emotional labor is expressed as emotion obligations demanded compulsorily by organizations and constituting an essential part of the work. Although it is not included in written rules, employees feel obliged to exhibit emotional labor. Self-efficacy is, on the other hand, the individual's belief in his/her ability to achieve new, different and difficult tasks that he/she may undertake. Taking this as a starting point, the impact of self-efficacy on emotional labor (effort) was investigated. Organizational support is the beliefs or perceptions of employees regarding their organizations' financial or moral support in line with their requests or needs. Organizational support is included in the study as a regulatory variable in accordance with this definition. The present study hypothesizes that a person with a full self-efficacy will exhibit emotional labor but this impact will differ according to his/her perception of organizational support. Based on the data obtained from the literature review, a thesis research model was formed and 157 human resources employees were reached via e-mail. The collected data were analyzed by linear regression and hierarchical regression. As a result, the impact of self-efficacy on emotional labor was determined. The impact between sub-factors resulting from the factor analysis was partially found. Furthermore, the regulatory role of organizational support in this impact was partially determined.