This study examined cross-cultural differences in the relationships between organizational dehumanization and both job satisfaction and turnover intentions through emotional labor (i.e., surface acting). In particular, we expected that power distance, that is, a critical value usually discussed as part of the national culture, would mitigate the deleterious effects of both organizational dehumanization and surface acting on job satisfaction and turnover intentions. Data were collected from employees in two countries that differ in power distance, namely Vietnam (N = 235) and the United Kingdom (N = 334). First, we found that perceptions to be dehumanized by one’s organization were indirectly related to poor job satisfaction and more turnover intentions through surface acting, regardless of the country. Second, our results showed that the deleterious effects of both organizational dehumanization and surface acting on work-related outcomes were weaker in Vietnam (a high power distance country) than in the United Kingdom (a low power distance country). Theoretical and practical implications are discussed from the perspective of organizational dehumanization and emotional labor literature.

这项研究检查了跨文化差异在组织非人性化与通过情感劳动（即表面行为）的工作满意度和离职意图之间的关系。特别是，我们期望权力距离（即通常作为国家文化一部分讨论的临界值）将减轻组织人性化和表面行为对工作满意度和离职意图的有害影响。数据是从两个权力距离不同的国家（越南（N = 235）和英国（N= 334）。首先，我们发现一个人的组织将其贬低的看法与工作满意度低下以及通过表面行为增加了离职意图有关，而与哪个国家无关。其次，我们的结果表明，越南（高权力距离国家）的组织去人性化和表面行为对与工作相关的结果的有害影响要弱于英国（低权力距离国家）。从组织非人性化和情感劳动文献的角度讨论了理论和实践意义。