Emotional Labor is a form of Emotional Regulation wherein workers are expected to display certain emotions as part of their job. The extent and nature of the Emotional Labor performed by employees may depend on the norms that exist for emotional expression and suppression in a particular occupation.
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Original Title
Satyanarayana, 2012_Corelatie Munca Emotionala Si Suport (Supervisor, Coworkers)
Emotional Labor is a form of Emotional Regulation wherein workers are expected to display certain emotions as part of their job. The extent and nature of the Emotional Labor performed by employees may depend on the norms that exist for emotional expression and suppression in a particular occupation.
Emotional Labor is a form of Emotional Regulation wherein workers are expected to display certain emotions as part of their job. The extent and nature of the Emotional Labor performed by employees may depend on the norms that exist for emotional expression and suppression in a particular occupation.
European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1
www.ejcmr.org December 2012
6 Antecedents and Outcomes of Emotional Labor: A study of employees in the hotel industry S.V.Satyanarayana Professor and Dean Faculty of Commerce Osmania University Hyderabad
Sreelakshmi Shanker Senior Research Fellow Department of Commerce Osmania University, Hyderabad sreelakshmi2712@gmail.com Abstract- The role of emotions has gained prominence in the last decade. With intense competition, customers are more interested in the manner in which each service is delivered. In recent years, there has been a growing interest in the role that emotions play in the workplace (Fisher & Ashkanasy, 2000). Emotional labor is a key component of effective job performance, job satisfaction and employee well-being. Arlie Russell Hochschild, in her book The Managed Heart, first coined the term emotional labor to refer to the management of feeling to create a publicly observable facial and bodily display. In this paper, the perceived Emotional Labor in the Hotel Industry is studied. This study also analyses its relationship to selected antecedent variables and outcome variables and determines a good model fit for the same. Keywords: Emotions Work, Emotional Labor, Emotional Regulation, Emotional Exhaustion INTRODUCTION Emotional labor is a form of emotional regulation wherein workers are expected to display certain emotions as part of their job, and to promote organizational goals (Grandey, 2000). Emotional labor has been regarded as a type of impression management, because it is a deliberate attempt by the individual to direct his or her behavior toward others in order to foster both certain social perceptions of him or her and a certain interpersonal climate (Gardner & Martinko, 1988; Grove & Fisk, 1989). Occupations can generally be classified on the basis of their demand for physical, mental, and emotional labor. The extent and nature of the emotional labor performed by employees may depend on the norms that exist for emotional expression and suppression in a particular occupation. The worker must perform the work in order to complete the job; it is a type of Labor (Guy & Newman, 2004). Researchers have identified deep acting and surface acting as the two most commonly used emotional Labor strategies for coping with display rule requirements (Hochschild, 1983; Kruml & Geddes, 2000; Zapf, 2002). a) Surface Acting where employees present emotions on their face without actually feeling them. It involves putting on a mask so that their emotions and expressions match the requirements of their organization. b) Deep Acting employees consciously modify their inner feelings to match the emotions and expressions that their organization requires of them. This form of emotional labor reduces the stress levels of employees and also gives them a sense of belonging. Morris and Feldman (1996) proposed that emotional labor is a characteristic of the job of service employees and it consists of four dimensions: frequency of interactions, attentiveness to display rules (intensity of emotions and duration of interaction), variety of emotions required and emotional dissonance. Emotional Labor calls for intense emotional regulation. Emotional Regulation is the process of modifying one's own emotions and expressions. There are two kinds of Emotion regulation: a) Antecedent-focused emotion regulation which refers to modifying initial feelings by changing the situation or cognitions of the situation b) Response-focused emotion regulation which refers to modifying behavior once emotions are experienced by suppressing, faking or amplifying an emotional response. When organizationally desired emotions are not in tune with their genuine feelings, emotional dissonance is experienced. This is a conflict that arises between true feelings of the self and the display rules laid out by service organizations. Thus, emotional labor is a characteristic of service jobs, which in most cases becomes a regulated activity performed by service employees to meet organizational goals. REVIEW OF LITERATURE The existing literature on Emotional Labor has been studied. Few of the relevant works are summarized below. Hochschild (2003) used the term emotion work to refer to any attempt to modify the experience or expression of a consciously felt emotion. When the individual performs emotion work as a required part of her/his actual job performance it is called emotional Labor. Emotions as a response to events and situations we encounter, and a cause of our response is a daily experience in life both inside and outside of work (Fox & Spector, 2002). Employees are forced to modify their accents, identity and name for official purpose (Bryson, 2007).Understanding another persons emotional needs entails using all ones capacities for analysis, empathy, using brain, muscle and emotion to comprehend and assess those needs whether they are spoken or conscious or unconscious(Harriet Fraad, 2008). Grandey (2000) has defined emotional Labor as the process of regulating both feelings and expressions for organizational goals. Emotional Labor has been regarded as a type of impression management, because it is a deliberate attempt by the individual to direct his or her behavior toward others in order to foster both certain social perceptions of him or her and a certain interpersonal European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
7 climate (Gardner & Martinko, 1988; Grove & Fisk, 1989). Emotional intelligence plays an important part in forming successful human relationships and that it is important in establishing therapeutic nursepatient relationships but carries the risk of burnout if prolonged or intense (Anne McQueen, 2004). Those who perceive high levels of supervisor support may report high levels of emotional labor but not burnout because support acts as a buffer against the stressors (A Grandey,2000). Demands for self-control act as a source of stress at work, which has only sparsely been acknowledged in stress research (Klaus-Helmut Schmidt, Barbara Neubach and Herbert Heuer 2007).Although being treated unfairly by others in the workplace is associated with low levels of job satisfaction and high levels of psychological distress, workers who report supportive coworker relationships appear to be protected from some of the negative effects of mistreatment (Melissa M Sloan 2012). Positivity affects the connectivity among the individuals and influences the group dynamics (Losada & Heaphy, 2004). Diefendorff, Croyle, & Gosserand (2005) argued that emotional labor is affected by the type of display rules. They found that positive display rules correlate positively with deep acting and negative display rules correlate positively with surface acting. This shows that employees focus more on trying to experience a positive emotional state and when individuals perceive requirements to hide negative emotions depending on their requirements to display positive emotions at work. Emotion work has both positive and negative effects on health (Zapf, 2002). Employees who experience emotional dissonance in their work roles are more likely to indicate turnover intention and would experience reduced emotional well-being (Mishra & Bhatnagar, 2009). Frequency of emotional display, attentiveness to display rules, variety of emotions to be displayed and emotional dissonance lead to greater emotional exhaustion, but only emotional dissonance to lead to lower job satisfaction (Morris and Feldman, 2000). The amplification of positive emotions increases job satisfaction (Cote and Morgan, 2002). The literature review has brought to light the important works on Emotional Labor, its antecedents and outcomes. However, studies on emotional labor in the Indian context are sparse. Thus, there is scope for a study on the various factors which are antecedents to emotional labor in service jobs across India. IMPORTANCE OF THE STUDY This is probably the first study of Emotional labor, its antecedents and outcome in the Indian hotel industry. Employee health deterioration and psychological distress attributed to work hours. Emotional Labor needs to be analyzed. Co-worker support and Supervisor support need to be considered as they are crucial in jobs demanding emotional labor. Hence, we have taken up this factor in our study. The outcomes of emotional labor are extremely important in studies relating to employees in the service sector as it directly effects employee turnover and organizational sustainability. The objective of this study is to broadly examine the perceived emotional labor in the hotel industry in India. The other main objectives are: OBJECTIVES OF THE STUDY To study the relationship of emotional intelligence, recruitment process, training system, supervisor support and co-worker support to Emotional Labor and analyse whether they are antecedents to Emotional labor To study the perceived Emotional Labor in the indian hotel industry. To examine whether Emotional Labor leads to emotional exhaustion and job satisfaction. To determine which of the variables contribute to a good model fit. To study the objectives, the following hypotheses was framed and tested: HYPOTHESES FOR THE STUDY There is no relationship between the Emotional Labor and the antecedent variables. There is no relationship between Emotional Labor and the outcome variables. The methodology used for testing the hypotheses is detailed below: METHODOLOGY The study is an empirical one. It is based on primary data collected with the help of structured questionnaire from 346 employees working in hotels in the twin cities of Hyderabad and Secunderabad, India. The study uses stratified sampling technique. The sample includes 180 employees at the associate level, 98 at the supervisory level and 68 at the managerial level. A pilot study was conducted with 100 employees to test the reliability of the instrument. Item-item correlation and item-scale correlation was also done. The questionnaire consisted of eight items that assessed the respondents age, gender, academic qualification, designation, annual salary, organization, overall work experience and present department. The other items are scales on emotional labor, emotional intelligence, recruitment process, training system, supervisor support and co-worker support, job satisfaction and emotional exhaustion. Each of these scales have questions measured with on a five-point Likert response pattern (1 = never, 2= rarely, 3=sometimes, 4=often, 5 = always). Higher scores on each of the subscales represent higher levels of the item being assessed. The reliability of study variables were ascertained using Cronbachs Alpha. One-way ANOVA was conducted to determine the variance between group means of the indices. European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
8 Correlation Analysis was performed to determine the relationship between Emotional Labor and its antecedents as well as Emotional Labor and its outcome. Regression Analysis was used to estimate the effect of the explanatory variable on the dependent variable. SPSS package was used for these tests. Structural Equation Modeling was performed using AMOS package to test the goodness of fit of the model. RELIABILITY AND VALIDITY OF THE RESEARCH INSTRUMENT The coefficient of reliability which is used as a measure of the internal consistency or reliability of a psychometric test score was determined for the study variables. The instrument has an acceptable level of reliability as Cronbach's (Cronbach, 1951) is greater than 0.70 for all the scales. TABLE 1 CRONBACHS ALPHA FOR RELIABILITY OF STUDY VARIABLES Scale Cronbachs Alpha Emotional Labour 0.77 Emotional intelligence 0.96 Recruitment 0.86 Training 0.81 Supervisor Support 0.94 Co-worker support 0.89 Emotional Exhaustion 0.86 Job satisfaction 0.97 Source: Primary Data PROFILE OF THE RESPONDENTS Employees of hotels participated in this study. As shown in Table 2, the responses were obtained from employees of 5 Star Hotels, 3 Star Hotels and Economy Hotels. All respondents were employees who had face-to-face service interaction with customers on a daily basis. Majority of the respondents belonged to the age category 25 years to 32 years. This indicates that employees who in the early stages of their career flood enthusiastically to take up jobs which demand display rules. Further, 67.6% of the employees were males. Considering the long and tedious work hours in the hotel industry, it is evident that only few women willingly take up jobs in this industry. 44.5% of the respondents were graduates and 23% were professionals. 52% of the respondents were designated as associates, thus clearly showing the number of employees at the lower cadre who deal with emotional labor .50 % of the respondents earned an annual salary of Rs.1,08,001 to Rs.3,60,000. Only 25.4% of them earned above 3,60,000. Majority of them had 4 to 8 years of work experience. This indicates that the pay scales of employees are not very competitive in the lower and middle cadre. However, employees in the top management are paid well. Most respondents were working at the Front Office, Food & Beverage service and Housekeeping 7.5% of them worked in the Sales and clientele department. 50% of the respondents interact with 17 to 60 customers(on an average) everyday and 53 % of the respondents spend an average of 2 to 7 hours daily on face to face interactions, which for few employees, sums up to nearly one full working day. TABLE 2 PROFILE OF THE RESPONDENTS Variable Classification Frequency Percentage Age Less than 25 years 86 24.9 25 years to 32 years 171 49.4 33 years and above 89 25.7 Total 346 100.0 Gender Male 234 67.6 Female 112 32.4 Total 346 100.0 Qualification Below Graduation 64 18.5 Graduation 154 44.5 Post Graduation 48 13.9 Professional 80 23.1 Total 346 100.0 Designation Associate 180 52.0 Supervisor 98 28.3 Manager and above 68 19.7 Total 346 100.0 Annual Salary Less than Rs.1,08,000 84 24.3 Rs.1,08,001 to Rs.3,60,000 174 50.3 Rs.3,60,001 and above 88 25.4 Total 346 100.0 Work Experience Less than 4 years 68 19.7 4 years to 8 years 188 54.3 9 years and above 90 26.0 Total 346 100.0 Hotel Category 5 Star 171 49.4 3 Star 113 32.7 Economy 62 17.9 Total 346 100.0 Present Department Front Office 85 24.6 Food & Beverage Service 103 29.8 Housekeeping 77 22.3 Culinary 55 15.9 Sales and client Service 26 7.5 Total 346 100.0 Number of Customers Less than 17 86 24.9 17 to 60 173 50.0 61 and above 87 25.1 Total 346 100.0 Duration of Interaction Upto 1 hour 71 20.5 2 hours to 7 hours 184 53.2 8 hours and above 91 26.3 Total 346 100.0 Source: Primary Data European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
9 RESULTS AND DISCUSSION The details of the data analyses are categorized in four sections: Antecedents of Emotional Labor, Perceived Emotional Labor, Outcome of Emotional Labor, and testing the model fit. Section A: Antecedents of Emotional Labor TABLE 3 ONE-WAY ANOVA OF DEMOGRAPHIC VARIABLES ON ANTECEDENTS OF EMOTIONAL LABOR Source: Primary Data Emotional Intelligence: There is statistically significant difference between group means of independent variables such as Academic Qualification and Category of Hotel as determined by one-way ANOVA (p value < 0.05). Emotional Intelligence of the respondents are seen to vary depending on their educational qualification as well as the category of hotels they work for. There is a significant difference in emotional intelligence of the respondents below graduation and graduates as well as between respondents below graduation and professionally qualified. However, there were no differences in emotional intelligence between the groups below graduation and post graduates, graduates and post graduates, graduates and professionally qualified respondents, post graduates and professionally qualified . Recruitment Process: There is statistically significant difference between group means of Category of Hotel as determined by one-way ANOVA (p value < 0.05). There is a significant difference between the perception of recruitment process of the respondents working with 5 Star and 3 Star Hotels. This could be attributed to the standard of recruitment process adopted in each category. Training System: There is statistically significant difference between group means of independent variables such as Academic Qualification and Category of Hotel as determined by one-way ANOVA (p value < 0.05). The table above shows that there is a significant difference in perception of training system among respondents below graduation and professionals clearly marking the importance of education in improving ones emotional quotient. Supervisor Support: There is statistically significant difference between group means of independent variables such as Gender, Academic Qualification, Category of Hotel and Department as determined by one-way ANOVA (p value < 0.05). The perception of supervisor support varies between male and female employees. The employees perception of supervisor support varies among respondents of varying academic qualification. There are differences between Supervisor Support perceptions of respondents working with 5 Star and 3 Star Hotels as also between 3 Star and economy hotels. There is a significant difference between the Supervisor Support of the respondents working with housekeeping department and culinary department. However, there is no difference in perception of supervisor support between the respondents working in the others. Co-worker Support: There is statistically significant difference between group means of Category of Hotel as determined by one-way ANOVA. There is a significant difference between the Coworker Support of the respondents working with 5 Star and 3 Star Hotels as also between 3 Star and economy hotels. However, there is no difference in co-worker support between the respondents working in 5 Star Hotels and Economy Hotels. TABLE 4 CORRELATION ANALYSIS OF ANTECEDENTS OF EMOTIONAL LABOR Antecedents of Emotional Labour Emotional Labour Index Emotional Intelligence Index Pearson Correlation 0.932 Sig. (2-tailed) 0.000 N 346 Recruitment Process Index Pearson Correlation -0.129 Sig. (2-tailed) 0.016 N 346 Training System Index Pearson Correlation 0.756 Sig. (2-tailed) 0.000 N 346 Supervisor Support Index Pearson Correlation 0.894 Sig. (2-tailed) 0.000 N 346 Co-worker Support Index Pearson Correlation 0.811 Sig. (2-tailed) 0.947 N 346 Source: Primary Data There is a strong positive Correlation between Emotional Labor and the antecedent variables such as Emotional Intelligence (R =.932), Training system(R=.756), Supervisor support(R =.894), Co-worker support(R=.811). This indicates Source of Variance P Value P Value P Value P Value P Value Age 0.176 0.078 0.582 0.277 0.243 Gender 0.154 0.361 0.062 0.049 0.185 Academic Qualification 0.021 0.411 0.017 0.004 0.415 Designation 0.477 0.709 0.752 0.249 0.576 Annual Salary 0.368 0.796 0.701 0.199 0.649 Category of Hotel 0.000 0.019 0.000 0.000 0.000 Work Experience 0.603 0.751 0.677 0.715 0.883 Department 0.289 0.916 0.555 0.030 0.400 Number of Customers 0.201 0.087 0.498 0.525 0.695 Duration of Interaction 0.070 0.273 0.214 0.070 0.345 European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
10 that as Emotional Intelligence improves, the employees manage their emotions better. Training Systems are found to help employees tackle emotional labor seamlessly. Supervisor and Co-worker support are also found to positively boost employees emotions management. There is a negative correlation between Recruitment process and Emotional Labor (R= -0.129), thereby indicating that effective recruitment process does not help combat the consequences of emotional labor. TABLE 5 REGRESSION ANALYSIS: ANTECEDENT VARIABLES AND EMOTIONAL LABOR - MODEL SUMMARY Model R R Square Adjusted R Square Std. Error of the Estimate 1 .946(a) .895 .893 3.10795 Predictors: (Constant), Coworker Support Index, Recruitment Process Index, Training System Index, Supervisor Support Index, Emotional Intelligence Index Table 5 shows the strong correlation of the antecedent variables and Emotional labor (R= .946). The adjusted R Square
is .893. This indicates that the five independent variables namely Emotional Intelligence, Recruitment Process, Training System, Supervisor Support, Co-worker Support in the model account for 89.3% variance in the dependent variable (Emotional Labor). Hence, clearly indicating a good model fit. Section B: Perceived Emotional Labor TABLE 6 ONE-WAY ANOVA OF DEMOGRAPHIC VARIABLES ON PERCEIVED EMOTIONAL LABOR Source of Variance P Value Age 0.268 Gender 0.101 Academic Qualification 0.035 Designation 0.207 Annual Salary 0.359 Category of Hotel 0.000 Work Experience 0.739 Department 0.275 Number of Customers 0.459 Duration of Interaction 0.077 Source: Primary Data Emotional Labor: Table 6 shows that there is statistically significant difference between group means of independent variables such as Academic Qualification and Category of Hotel as determined by one-way ANOVA (p value < 0.05). This indicates that the employees with different educational qualifications have varying mechanisms of managing their feelings. The table above shows that there is a significant difference in emotional labor of the respondents with varying academic qualification. There is a significant difference in emotional labor of the respondents below graduation and professional. Also, employees manage emotional labor in accordance to display rules set by each category of Hotels. For example, Star Hotels call for more seasoned etiquette display when compared to economy hotels. Section C: Outcome of Emotional Labor TABLE 7 ONE-WAY ANOVA OF DEMOGRAPHIC VARIABLES ON OUTCOME OF EMOTIONAL LABOR Source of Variance Emotional Exhaustion Job Satisfaction P Value P Value Age 0.164 0.064 Gender 0.817 0.854 Academic Qualification 0.119 0.988 Designation 0.495 0.824 Annual Salary 0.495 0.925 Category of Hotel 0.000 0.083 Work Experience 0.675 0.684 Department 0.226 0.638 Number of Customers 0.447 0.673 Duration of Interaction 0.222 0.711 Source: Primary Data Emotional Exhaustion: There is statistically significant difference between group means of Category of Hotel as determined by one-way ANOVA (p value < 0.05). The is a difference between the emotional exhaustion experienced by respondents working with 5 Star and 3 Star Hotels as well as between respondents working in 3 Star Hotels and Economy Hotels. Job Satisfaction: There is no statistically significant difference between group means of independent variables as determined by one-way ANOVA (p value > 0.05). TABLE 8 CORRELATION ANALYSIS: EMOTIONAL LABOR AND ITS OUTCOME Consequences of Emotional Labour Emotional Index Emotional Exhaustion Index Pearson Correlation 0.815 Sig. (2-tailed) 0.000 N 346 Job Satisfaction index Pearson Correlation 0.449 Sig. (2-tailed) 0.000 N 346 Source: Primary Data European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
11 There is a strong positive correlation of Emotional Labor to Emotional Exhaustion(R=.815) and Job Satisfaction (R=.449). Thus, emotional labor causes emotional exhaustion. The more an employee manages his emotions at work, the more emotionally exhausted he becomes. However, employees who experience emotional labor have shown no indication of job dissatisfaction. TABLE 9 REGRESSION ANALYSIS: EMOTIONAL LABOR AND EMOTIONAL EXHAUSTION Model Summary .815 a .664 .663 4. 88179 Model 1 R R Square Adjust ed R Square Std. Error of the Estimate Predictors: (Const ant), Emotional Labour Index a.
Source: Primary Data Table 9 shows the strong correlation of the antecedent variables and Emotional labor (R= .815). The adjusted R Square
is .663. Emotional Labor accounts for 66.3% variance in the dependent variable (Emotional Exhaustion). This indicates that high levels of emotions management is stressful and causes emotional exhaustion in employees who deal with emotional labor. TABLE 10 REGRESSION ANALYSIS: EMOTIONAL LABOR AND JOB SATISFACTION - MODEL SUMMARY Model R R Square Adjusted R Square Std. Error of the Estimate 1 .449(a) .201 .199 3.02865 a Predictors: (Constant), Emotional Labor Index Source: Primary Data Table 10 shows that Emotional labor is correlated to Job Satisfaction (R= .449). The adjusted R Square
is .119. This indicates that Emotional Labor accounts for only 19.9% variance in the dependent variable (job satisfaction). Job Satisfaction is affected by several factors other than emotional labor. Further, a large percentage of employees who were emotionally exhausted were still satisfied with their jobs and enthusiastic about it. Section D: Testing model fit - Structured Equation Modeling Path Analysis was performed to test the model depicted in Figure 1. Emotional intelligence, supervisor support and training system have a significant relationship with Emotional labor and are antecedents to the same. Emotional labor leads to Emotional Exhaustion. The analysis was conducted using AMOS (Analysis of Moment Structures) software. The chi- square statistic indicates that the model fits the data. The goodness of fit indices for structural model indicated a good fit. CFI=.998, GFI= .991, AGFI=.957, NFI= .996, RFI= .988, IFI=.998 TLI=.993 and RMSEA = .06, LO 90=.06, CMIN/DF=2. According to SEM fit conventions (Byrne, 2001), indices above .90 indicate a good model fit. TLI and CFI show good fit at .95 or higher, RMSEA should be .08 or lower to indicate good model fit (Hu and Bentler 1999). Thus, emotional intelligence, supervisor support and training system go together as antecedents of emotional labor in the fit model developed in this study. Emotional Exhaustion too is a prominent outcome of emotional labor as shown in Figure 1. FIGURE 1 GRAPHICAL PATTERN-STRUCTURAL EQUATION MODEL Emotional Labour Emotional Exhaustion Emotional Intelligence Supervisor Support Training System .65 .81 .66 .02 .30 .89 e2 e1 .74 .70 .90
This model supports our research study. It shows that Emotional Intelligence, Supervisor Support and Training System are key antecedents to the perceived Emotional Labor in the Hotel Industry. It also shows that Emotional Exhaustion is an outcome of the display rules incumbent upon the service employees; thereafter the Emotional Labor they experience at the workplace. Thus, we accept the hypothesis Recruitment Process is not an antecedent to Emotional Labor and Emotional Labor does not effect Job satisfaction. SUMMARY OF FINDINGS The present study examined Emotional labor in the Indian Hotel Industry and attempted to analyse its relationship with few antecedent and outcome variables. One-Way ANOVA indicates that there is a statistically significant difference in the group means of Emotional Intelligence, Recruitment Process, Training System, Supervisor Support, Co-worker Support, Emotional labor and Emotional Exhaustion depending on the category of Hotels the employees work (5 Star, 3 Star and Economy). Academic Qualification has also turned out to be a clear differentiator in the employees Emotional Intelligence, perception of Training System, European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1 www.ejcmr.org December 2012
12 Supervisor Support and Emotional Labor. Gender has however shown a variance in group means in the employees perception of supervisor support. Correlation Analysis indicates a strong positive correlation between Emotional Intelligence and Emotional Labor (r= .932), Training system and Emotional Labor (r=.756), Supervisor support and Emotional Labor(r=.894), Co-worker support and Emotional Labor(r=.811), Emotional Labor and Emotional Exhaustion(r=.815). Job Satisfaction was correlated to Emotional labor (r=.449). However, there is a negative correlation between Recruitment Process and Emotional Labor (r= -.129). Hence, we reject the hypothesis 1, 2, 4, 5, 6, 7 such that Emotional Intelligence, Training System, Supervisor Support, Co-worker support Emotional Exhaustion and Job Satisfaction have a positive relationship with Emotional Labor. We fail to reject the hypothesis 3 because recruitment process has a negative relationship with Emotional labor. Results of the Regression Analysis indicated that the antecedent variables Emotional Intelligence, Recruitment Process, Training System, Supervisor Support, Co-worker Support in the model are strongly correlated to Emotional labor and account for 89.3% variance in Emotional Labor( Adjusted R Square= .893). Hence, clearly indicating a good model fit. Emotional Labor accounts for 66.3% variance in Emotional Exhaustion and 19.9% variance in the dependent variable job satisfaction. Further, the goodness of fit indices for Structural equation model indicates a good fit. CFI=.998 NFI= .996, RFI= .988, IFI=.998 TLI=.993 and RMSEA = .06. The model indicates that the best fit antecedents are Emotional Intelligence, Training System, and Supervisor Support; and that, in most situations, Emotional Exhaustion is an outcome of Emotional Labor. CONCLUSION AND SUGGESTIONS The study has unraveled the presence of emotional labor in the Hotel industry and has brought to light the prominent antecedents and outcome. The Affective Events Theory, a communication-based theory developed by Howard M. Weiss and Russell Cropanzano in 1996 looks at the causes, structures, and consequences of emotional experience (especially in work contexts). This theory suggests that emotions are influenced and caused by events which in turn influence attitudes and behaviors. The new era service jobs demand employees of emotional regulation on an on-going basis. We aver that organizations can help their service employees combat the emotional labor by a) assessing the emotional intelligence of the employee, b) providing training sessions in balancing emotions, c) increasing supervisory support, and d) venting emotions off-work. Emotional Labor, if nurtured positively, will boost employee morale and goodwill of the service organization. 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