MIS professionals: education and performance
Information and Management
A social process model of user-analyst relationships
MIS Quarterly
MIS skills for the 1990s: a survey of MIS managers' perceptions
Journal of Management Information Systems
MIS Quarterly - Special issue on IS curricula and pedagogy
Change agentry—the next IS frontier
MIS Quarterly
Coporate IT skill needs: a case study of BigCo.
ACM SIGCPR Computer Personnel
An examination of the correlates of burnout in information systems professionals
Information Resources Management Journal
User resistance and strategies for promoting acceptance across system types
Information and Management
Preparing the information technology workforce for the new millennium
ACM SIGCPR Computer Personnel
Perception gaps between IS academics and IS practitioners: an exploratory study
Information and Management
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
Confusion in the Ranks: IT Service Management Practice and Terminology
Information Systems Management
What should i understand?: the concept of shift of understanding, a quote-based analysis
Proceedings of the 50th annual conference on Computers and People Research
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As the role of information technology (IT) in business grows and IT users become more technologically dependent, the IT professional is increasingly expected to work with individuals from other areas of the organization. Dealing with customers, either internal or external, brings the expectation that one will conform to societal, occupational, or organizational norms regarding the display of emotion. This paper examines the impact of emotional display expectations on work exhaustion in IT professionals. We find that the method that one uses to manage emotional reactions in the workplace impacts work exhaustion. Surface acting shows a strong, positive association with work exhaustion while deep acting shows no such relationship. We find that the perception of emotional display rules in the workplace affects the use of emotional management strategies, termed deep acting and surface acting. We also find that the necessity of dealing with other's emotions impacts the level of display rule expectations. The findings of this study offer important contributions to theory by exploring emotional labor expectations of IT professionals. This study also offers suggestions to management to help alleviate the stresses associated with common workplace interactions.