You are on page 1of 8

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.
REFERENCES
[1] Bryne, B.M. (2001). Structural Equation Modeling with AMOS,
EQS, LISREL: Comparative Approaches for testing the factorial
validity of a measuring instrument. International journal of
testing.1 (1), 55-86.
[2] Bryson, J. B. (2007).The 'second' global shift: The Off shoring or
Global Sourcing of Corporate Services and the rise of
distanciated Emotional Labor. Journal Compilation.
[3] Cote, S., & Morgan, L.M. (2002). A longitudinal analysis of the
association between emotion regulation, job satisfaction, and
intentions to quit. Journal of Organizational Behavior, 23(8),
947-962.
[4] Cronbach, L J. (1951). .Coefficient Alpha and the Internal
Structures of Tests. Psychometrika, 16(3), 297-333.
[5 Diefendorff, J. M.., Richard, E. M., & Croyle, M. H. (2006). Are
emotional display rules formal job requirements? Examination
of employee and supervisor perceptions. Journal of
Occupational and Organizational Psychology, 79, 273-298.
[6] Fisher, C. D., & Ashkanasy, N. M. (2000). The emerging role of
emotions in work life: An introduction. Journal of
Organizational Behavior, 21, 123129.
[7] Fisk, R. P., & Grove, S. J. (1996). Application of impression
management and the drama metaphor in marketing: An
introduction. European Journal of Marketing, 30(9), 6-12.
[8] Fox, S., & Spector, P.E. (2002). An emotion-centered model of
voluntary work behavior: Some parallels between
counterproductive work behavior and organizational citizenship
behavior. Human Resource Management Review, 12(2), 269-
292.
[9] Fraad, H. (2008). Toiling in the field of emotion. The Journal of
Psychohistory,35(3).
[10] Gardner, W. L., & Martinko, M. J. (1988). Impression
management in organizations. Journal of Management, 321-338.
[11] Gosserand, R. H., & Diefendorff, J. M. (2005). Emotional
display rules and emotional Labor: The moderating role of
commitment. Journal of Applied Psychology, 90(6), 1256-
1264.
[12] Grandey, A.(2000).Emotion regulation in the workplace: A new
way to conceptualize emotional Labor. Journal of Occupational
Health Psychology, 5(1),95110.
[13] Grove,S. J., and Fisk, R. P. (1989). Impression management in
services marketing: A dramaturgical perspective. Impression
Management in Organizations. In R.A. Giacalone & P.
Rosenfeld (Eds.), 427-438.
[14] Guy, M. E., & Newman, M. A.(2004). Womens Jobs, Mens
Jobs: Sex Segregation and Emotional Labor. Public
Administration Review, 64(3), 289298.
[15] Hochschild, A. R. (1983). The managed heart: The
commercialization of human feeling. Berkeley: University of
California Press.
[16] Hochschild, A. R.(2003). The managed heart: The
commercialization of human feeling. (Twentieth anniversary
edition) Berkeley:Univ. of California Press.
[17] Hu, L. , and Bentler, P. M. (1999). Cutoff criteria for fit indexes
in covariance structure analysis: Conventional criteria versus
new alternatives. Structural Equation Modeling: A
Multidisciplinary Journal, 6(1)
European Journal of Commerce and Management Research (EJCMR) Vol-I, Issue 1
www.ejcmr.org December 2012


13
[18] Klaus-Helmut, S., Neubach, B. and Heuer, H. (2007).Self-
control demands, cognitive control deficits,and burnout.Work
and Stress.21(2): 142-154.
[19] Kruml, S., & Geddes, D. (2000). Catching fire without burning
out: Is there an ideal way to perform emotional Labor? In N. M.
Ashkanasy, C. E. J. Haertel, & W. J. Zerbe. (Eds.)Emotions in
the Workplace:research, theory and Practise (pp. 177-
188).Westport, CT: Quorum Books.
[20] Losada, M. & Heaphy, E. (2004).The Role of Positivity and
Connectivity in the Performance of Business Teams: A
Nonlinear dynamics model.American Behavioral
Scientist.47(6),740-765.
[21] McQueen, A. (2004).Emotional intelligence in nursing work.
Journal of Advanced Nursing. 47(1):101-108.
[22] Mishra, S. K. and Bhatnagar, D. (2010). Linking Emotional
Dissonance and Organizational Identification to turnover
intention and well-being.Human Resource
Management.49(3):401-419.


























[23] Morris, J. A., & Feldman, D. C. (1996). The dimensions,
antecedents, and consequences of emotional Labor. Academy of
Management review, 986-1010.
[24] Schermelleh-E. K. & Moosbrugger, H. (2003).Evaluating the fit
of structural equations models: tests of significance and
descriptive goodness of fit measures. Methods of Psych0logical
Research online. 8(2),23-74.
[25] Zapf, D., Vogt, C., Seifert, C., Mertini, H., & Isic, A.
(1999).Emotion work as a source of stress: The concept and
Development of an Instrument. European Journal of work and
Organizational Psychology,8(3), 371-400.
[26] Zapf, D. (2002). Emotion work and psychological well- being.
A review of the literature and some conceptual considerations.
Human resources Management review, 237-268.

You might also like