Antecedent and outcomes emotional labor evidence from tourism industry in viet nam

MASTEROFBUSINESS ADMINISTRATION HoChiMinhCity–Year2018... MASTEROFBUSINESS ADMINISTRATION SUPERVISOR:DR.NGUYENTHIMAITRANG HoChiMinhCity–Year2018... Abstract...5 Introduction...6 Literatu

MASTEROFBUSINESS ADMINISTRATION

HoChiMinhCity–Year2018

MASTEROFBUSINESS ADMINISTRATION

SUPERVISOR:DR.NGUYENTHIMAITRANG

HoChiMinhCity–Year2018

Abstract 5

Introduction 6

LiteratureReviewand Hypotheses 9

LiteratureReview 9

Hypotheses 14

Method 18

DataAnalysis 23

SampleCharacteristics 23

Resultsof ExploratoryFactorAnalysis 25

Resultsof ConfirmatoryFactorAnalysis 26

ResultsofDiscriminantValidity 27

ResultsofSEMtest 28

Discussion 30

ConclusionandManagerialImplications 32

LimitationsandFutureResearch 35

References 37

Appendix1 SEMmodel 51

Appendix2 QuestionnaireEnglish version 52

Appendix3 QuestionnaireVietnameseversion(Bảngcâu hỏikhảosát) 59

Table1 :Measurements 21

Table2 :SampleCharacteristics 24

Table3 :ResultsofExploratoryFactorAnalysis 25

Table4 :ResultsofConfirmatoryFactorAnalysis 27

Table5 :ResultsofDiscriminantValidity 28

Table6 :ResultsofSEMtest 28

ListofFigures Figure1: Conceptualmodel 18

Figure2: SEMmodel 51

Abstract

Purpose–

Thepurposeofthisstudyistoinvestigatetherolesofcustomero r i e n t a t i o n andemotionallaboronjobburnout,thenjobburnoutaffectsjobperformance,underafoundationofconservationofresourcestheory

Design/methodology/approach–

Datawerecollectedfromasurveyof308fr on tl in e serviceemployeesworkingattravelagencies,restaurants,hotels,airlineticketagentsandmuseums.Thendatawereanalyzedbymeansofaconfirmatoryf a c t o r analysisandstructuralequationmodeling

Findings–

Theresultsindicatethatemotionallaborstrategiesaffectjobburnout,andinturnjobburnoutaffectsjobperformance.Customerorientationdoesnotdirectlyaffectjobburnout,however,itinfluencesemotionallaborstrategies

Practicalimplications–

Managersoftourismservicescompaniesmaydevelopa goodhumanresourcemanagementsystemtoencouragefront-

lineemployeestoe n h an c e theirperformancerelatedtodeepactingwhenservingcustomers.This,inturn,willreducetheirjobburnout

Keywords:Customerorientation,Emotionallabor,Jobburnout,Jobperformance

Nowaday,jobburnoutisanextremelyhotkeyworkontheinternetor

inhumanr e s o u r c e s management.Therearemanyarticlesontheinternetwarningaboutthisaswel l asresearchersdoingresearchonthistopic.Jobburnoutconceptisusedtoexplainthechronicandaccumulativejobstressofstaffatwork(Babakusetal.,2009;H a l b e s l e b e n , 2006;Sand&Miyazaki,2000).Theconsequencesofjobburnoutareconsid erably serious,thepersonswhoareexhaustedintheirworkfeelemotionallyexhausted,lackofenergy,becomesuspicious,easilyreactnegatively,shouldbeh e a r t l e s s , ornolongerconfidentintheirjob(Maslach&Leiter,2008).Recentscientificstudieshaveconfirmedthatemployeesinserviceindustry,especiallyf r o n t l i n e serviceemployees,aresubjectstojobburnout(Cho,Bonn,Han,&Lee,2016;Lee,An,&Noh,2015;Rahim&Cosby,2016;Wu&Shie,2017).Theintensityo fcontactwithcustomers(almostdaily),thedutyofmeetingallrequirementsrelatedtocustomerstreatmentandtheenforcementofmakingcustomershappyasajobevaluationcriterion(Yoo&Arnold,2014).Enterprisesinserviceindustryareinterestedinthisissue,becausetheproblemsrelatedtojobburnoutcandirectlyaffectcustomers’satisfaction,employees’performanceresultsandespeciallytheirrevenuea n d profit(Kimetal.,2017)

Inbusiness,especiallyserviceindustry,customerorientationconceptisc o n si d e r e d asacrucialcharacteristicfeaturethatallowsemployeestocarryouttheird u t i e s attheirworkplace(Babakusetal.,2009;Wu&Shie,2017);Forexample:" C u s t o m e r isthemostimportantinmyjob

";"Ialwaystrymybesttogivemycustomersthebestservices".E n t e r p r i s e s takecustomerorientationintoemployees’

dutiesasamottotoservecustomers,asthevalueofemployees’work,showingtheirr e a l concerninprovidingbetterservicestocustomers(Brownetal.,2002).Previousstudiesrelatedtojobburnout,customerorientationandjobperformance,emotionallaborwasusuallyseenasamediatedfactorandwasstudiedinthecaseoffrontlineserviceemployeesworkinginserviceindustry,especiallyhospitality,restaurantanda i r l i n e s (Choetal.,2016;Huretal.,2013;Huretal.,2015;;Kimetal.,2012;Leeetal , 2015).H o c h s c h i l d (1983)definedemotionallaborasaprocessofworkingbyemotion;employeeshavetojoininmanydifferentscenariostoarrangetheiremotiond i s p l a

y inaccordancewithenterprises’expectation.Specifically,theresearchofYooa n d Arnold(2014)foundthatelementsofemotionallabor(surfaceactinganddeepa c t i n g ) weremediatedelementsinfluencingtherelationshipbetweencustomero r i e n t a t i o n andemotionalexhaustion(animportantpartofJobburnout).Customero r ie n t a t i o n wasseenasanadjustingtooltopreventnegativeimpactsofjobburnouttojobperformance.Itmeantthatcustomerorientationcouldreducenegativeinfluenceofjobburnoutonjobperformanceoffrontlineserviceemployeeswithhighcustome

ro r i e n t a t i o n (Babakus&Yavas,2012).Inhospitalitysector,frontlineserviceemployeesw i

t h highcustomerorientationalwayswanttoservecustomersinapoliteandhelpfulway;andalwaysensureofimprovingcustomerservicequality(Babakusetal.,2010).However,mostofresearchmentionfrontlineserviceemployeesintermsofenterprises inretailing,restaurant,hotel,andairlineagentsbutthereisnotanyresearchmentionsfrontlineserviceemployeesintermsoftourismservicesector

Specifically,frontlineserviceemployeesworkingfortravelcompanies,restaurantsa n d hotelsservinggroupofvisitors,visitlocationsandticketagents

MostresearchonVietnamtourismservicefocusoncustomers.Customers’attitude,behavior,feelingandsatisfactionarealwaysthemainpurposeortopicinm a n y surveysandresearch.Customersareaskedabouttheirsatisfactionwiththeservicetheyreceivedandhowtogettheirsatisfactionandloyalty.Allresolutionsstandonthecustomers’side.Forexample,themostrecentresearchstudiedoncustomers’feelingaboutdestination,negativeemotionofcustomerswithfailureservice(Le&Nguyen,2017;Le&Nguyen,2018).Fewresearchstudyingonthehumanresourcesincaseoftourismindustryor,ifso,areincomplete.Especially,nor e s e a r c h mentionsorexplainstherelationshipamongjobburnout,emotionallaborcustomerorientationandjobperformanceintourismservicesector.Followingthef u t u r e trend,servicesectorofVietnamingeneralandtourismservicesinparticularareo n thetrendofgrowingupandwillbedevelopedrapidlyandstronglyinthecomingyears(Xuan&Duong,2017).AccordingtoLien(2017),tourismserviceshadgreatc o

n t r i b u t i o n intoVietnameconomy,specificallyabout6%in2016and7.5%in2017o fthenationalGDP;In2017,Vietnamwelcomedover10millionvisitors,notincludingdomesticsources;A

n d itisexpectedtohavefrom13millionto15millionguestsvisitingVietnamin2018.However,statisticsshowedthatthereareonlyabout750,000directworkersand2.2millionindirectworkersworkingintourismsector( C h a u , 2017).Thisisalowfigure,therateofincreaseinlaborofthissectorisevenlowerthantherateofincreaseinthenumberofvisitors.Thisrealityleadstotourismi n

d u s t r y staffareusuallyundertremendouspressureontheworkloadandther e q u i r e m e n t s ofsatifyingcustomers.Theproblemsofhumanresources,especiallyh i g h -

q u a l i t y humanresourcesthatarenotsufficientlymett h e industryneed(Chau,

2017),isachallengethatrequiresmanagerstocreatesolutionsthatinspirethep a ssi o n , enthusiasmandcommitmenttoreducejobburnoutandretainfrontlineserviceemployeeswhilewaitingforthepersonsbeingtrained.

Thisstudyaimstoinvestigatetheimpactofcustomerorientationonemotionallabor,jobburnout,andjobperformanceoffrontlineserviceemployeesintourismindustry.Throughthisresearch,tourismservicescompaniescanhaverealisticu n d e r s t a n d i n g ofthehumanresources,therebydevelopingabettermanagements t r a t e g y toencourageemployeestoincreasetheirperformancerelatedtoEmotionalL a b o r Strategiestoservecustomers,motivatethemtobeloyaltothecompany,committoservecustomerswell,increaseworkefficiencyandreduceworkexhaustion

LiteratureReviewandHypotheses

LiteratureReview

Conservationofresources(COR)theory

CORtheoryisbasedonthebasicrulethatpersonstrytominimizethelossofr e s o u r c e s Themainconceptofthistheoryisthelossofresources.Actually,thep er so n s whohavemoreresources,aremorelikelytoavoidstressthanthepersonsnothavingmuchresources(Alarconetal.,2011).Personsfocusoncollecting,maitaining,f o s t e r i n g andprotectingresourcestoavoidlosingvaluableresources.Inaddition,theresourcesarevalue-

addedelementsthatcancreatechangeandassistinreplenishinglostresources(Alvaroetal.,2010).ThefirstprincipleofCORtheoryfocusesonthedynamicforceofresourcelossesversusresourcebenefits(bemotivatedbyloss).It

meansthatthepersonswholosetheirresources,willmotivatethemselvestoimprovethelostresourcesfigures(regainlostones)orfocusontheirownweaknesses,andlosemoreresources(Woo,2014).Thesecondprinciplefocusesonresourcesinvestingtop r o t e c t againstlossofresources,restorelostresourcesandpromotethecollectionofadditionalresourcestopreventfuturedeficits(Alarconetal.,2011).

CustomerOrientation(CO)

InaccordancewiththedefinitionofBabakusetal

(2009),customerorientationisanimportantpersonalitytraitthatallowsemployeestoimplementtheirdutiesatwork.Customerorientationisapsychologicalresourcethatcreatesthedesiredw o r

k i n g resultsbecausecustomerorientationhelpsshapingemployeeperceptionsandattitudestowardtheirwork.Specifically,customerorientationemployeescantimelyr e s o l v e customerrequirementsandissues,treatcustomerspolitelyandnicely,andmaintainaconsistentlevelofemotionintheirinteractionwithcustomers.Asindividuallevel,customerorientationwasconsideredasapersonalitytrait(Browneta l , 2002),amixtureofattitudeandbehavious(Stock&Hoyer,2005).Frontlineserviceemployeeswithhighcustomerorientationtendtoprovidegoodservicesinan a t u r a l way.Theypreferworkingandbelievethatprovidingtimelyandeffectiveservicestocustomersisamajorfunctionoftheirwork(Wu,Shie,&Gordon,2017).Customerorientationatenterprise-

levelisgeneralizedasanorganizationalculture,ana c t i v e collectiveprocessthatleadstoorganizationalsuccess(Brockmanetal.,2012;Hanzaee&Mirvaisi,2011;Wu&Shie,2017)

Inthisstudy,CORtheoryisalsousedasafundamentaltheory,explainingther el at ion sh i

p amongfactorscustomerorientation,emotionallabor,jobburnout,andjobperformance.Customerorientationisviewedasapersonalitytraitoffrontlineserviceemployeesintourismservices

EmotionalLabor(EL)

Emotionallabor,whichisalsoknownasemotionlabororemotionlabour,oremotionallabour,isanimportantandessentialpartinservicesector(Buetal.,2015).E m o t i o n a l laborhasbeenprovedtohaveanimpactontheefficiencyoforganizationsandindividuals(Grandeyetal.,2015).Emotionallaborisdefinedasthemanagemento f emotionalexpressioninordertocreateappropriatevisualdisplayofthefaceandt h e body,basedonorganizationdesires.Therearetwodifferenttypesofemotionallaboractionstrategy:surfaceacting(SA)anddeepacting(DA)

(Hochschild,1983).S u r f a c e actingreferstothemanagementofexternalemotionalexpressionwithoutanyc h a n g e ininnerfeelings,whichisalsoknownasemotionalimpersonation,whiledeepactingrelatestoanefforttocreatedesiredemotionaldisplay(Burchetal.,2013).Inthepositivecase,theemployeerepresentssurfaceactingattherequestoforganizationt o improveorganizationperformanceortopleaseservicerecipient.Forexample,employeessmilebecausetheyknowcustomerslikeit,thoughtheydonotreallyfeelhappy.Inthenegativecase,theirsmileisjustmadetoobeytheirobligationtotheiro r g a n i z a t i o n Incontrast,deepactingisaprocessthroughwhichemployeeschangetheirinternalemotionstofittheexpectationsoforganization,theemotionscreatedonthedisplayarenaturalandtrueemotions(Grandeyetal.,2013).Thefactthatinternale m o t i o n ischanged,suggestinganexternalmanifestalongwiththedisplayprinciples

(Woo,2014).Thus,surfaceactingoccursatthelevelofexpressionanddeepactingo ccu r satthelevelofexperience.Inlaterstudies,anotheremotionallaborcomponentwasfound,thatisgenuineacting(GA).Thethirdpartofemotionallaborisatrueemotion,individualsdonotalwayshavetochangeemotionoremotionalexpressiontomeetthedisplayprinciples;sometimestheyreallyfeelthedesiredemotionandn a t u r a l l y expressit(McCauley&Gardner,2016).

Manystudieshaveshownthatsurfaceactingismorelikelytoleadtonegativehealthoutcomesthandeepacting(Leeetal.,2015).Thecontradictionbetweentherealemotionandthedisplayprinciplesleadstosurfaceaction,whichisonlyforthep u r p o s e ofimplementingthedisplayprinciples.Thisleadstoemotionalinhibitionofemployees.Tosolvethisinhibition,frontlineserviceemployeesarerequiredtousesomeresourcestoregainemotionalbalance.Thus,surfaceactingstrategyrequirestheinvestingofresourcesinaccordancewiththedisplayprinciplesandmanagingemotionalimbalance(Woo,2014).AccordingtoWuandShie(2017),deepactingwasn o t likesurfaceacting,sincetheself-

resourcesneededtobeinvestedtofollowthed ispl ayprinciplesandthereisnoimbalanceneedtobemanaged.Anumberofp r e v i o u s studieshaveshownthatdeepactingwasp o s i t i v e l y relatedtojobperformancebecauseitgaveservicestaffasenseofaccomplishmentthroughcustomerspositivefeedback(Ashforth&Humphrey,1993;Brotheridge&Lee,2002;T o l i c h , 1993)

Jobburnoutisachronicmatterrelatedtowork,thatisprogressivelydevelopeda s aresultofpersistentstressintheworkplace(Sokkaetal.,2016).Jobburnoutseemsc l o s e tostressbutnotstress.Stressisdefinedasthereactionofapersontoenvironmentaldisturbances,resultingatthephysics,psychologyorbehaviorofmemberoforganization.Jobburnoutreferstopsychologicalstressofworkersbecauseo f chronicandaccumulativejobstressoveralongperiodoftime(Halbesleben,2006).T h e consequencesofjobburnoutincludethefollowing:emotionalexhaustion,cynicismandreducingpersonalachievement(Cordes&Dougherty,1993;Lee&Ashforth,1996;Maslach,1982;Maslach&Leiter,2008).Asoneofthefundamentalcomponents ofworkexhaustion,emotionalexhaustionrefersto"thefeelingofbeingo v e r w h el m ed andexhaustingone'semotionalandphysicalresources"(Maslach&Leiter,2008,p.498).Cynicismandreducingpersonalachievementmakeemployeesloseconfidenceintheirabilitytofinishworkanddoubttheircontributionorinfluencetotheirorganization(Shin,2003).Monitoringofjobburnoutsymptomsisnecessaryf o r anorganizationbecauseitdoesnotonlyaffectsemployeesatisfactionandperformance,butcanalsohaveaseriouseffectoncustomers’satisfaction(Leeetal.,2 0 1 5 )

JobPerformance

Jobperformanceisconsideredextremelyimportantinthefieldofhumanr e s o u r c e sandorganizationalbehavior;anumberofresearchhavefocusedontheinfluenceofthisfactor.Jobperformancereferstoindividualbehaviorthatcontributes

toorganizationalgoals(Rotundo&Sackett,2002).Jobperformancealsoreferstothef u l l implementationoftechnicalrequirements,thatincludesspecificeffortorbehaviort omeettherequirementsofanorganization(Ranketal.,2009).Jobperformanceinthisstudyisconsideredtoassessthelevelofperformanceofemployeesintermsofthegoalsassigned,theself-

assessmentofthelevelofperformanceonhisorherownlevel

Hypotheses

CustomerOrientationandEmotionalLabor

Intourismservicessector,managersplacestrictdemandsonattitudesandemotionsforemployeestofollowwhenservingcustomers.Frontlineserviceemployeesmustchoosetodemonstratethroughsurfaceacting(fakepositiveemotiono r subducenegativeemotion)ordeepacting(modifyemotiontocreaterealpositiveemot io n displays)orgenuineactingtopleasethecustomers(Grandeyetal.,2005).Inordertocreatepositivedisplays,employeeswilladjustthemselvesandthisadjustingleadstotheexhaustionoflimitedresources,whichisthecauseofworkexhaustion( M u r a

v e n etal.,2006).AccordingtoCOR,customerorientationcanplayanimportantr o l e asaresourcesupplementingforthelostresourcesandinfluencewhichstrategyshouldbechosen(Wu&Shie,2017).Frontlineserviceemployeeswithhighcustomero r i e n t a t i o n canbeawaredofthebenefitfromsuccessfulmeetingwithcustomers,t h e r e f o r e theyautomaticallyexpressthedesiredemotionthroughjoiningindeepactings t r a t e g y orgenuineacting,andsatisfywiththeirjob;inthiscase,itislesslikelythattheychoosesurfaceactingwhilecontactingwithcustomers(Babakusetal.,2009;

Leeetal.,2016;Wu&Shie,2017).Inthecontrast,frontlineserviceemployeeswithlowcustomerorientation,whoarepassiveandpessimistic,willchoosesurfaceactingtoexpresstheiremotionandhavetospendmoreresourcestobalancethemselvesaftert h a t (Wu&Shie,2017).FrontlineemployeeswithhighCOnaturallyexpresstheirgenu in eemotionsorstrivetoadjustt h e i r internalfeelingstoalignthemwiththed esir ed emotions.Theyaremorelikelytoshowattitudesa

n d behavioursontheirjobthatrequireeffortandarelesslikelytoactsuperficiallyduringserviceinteractions(Smithetal.,2012).Thisstudythusproposesthefollowinghypotheses:

H1ThereisanegativerelationshipbetweenCustomerOrientationandSurfaceActingH2Therei

sapositiverelationshipbetweenCustomerOrientationandGenuineActingH3Thereisapositiver elationshipbetweenCustomerOrientationandDeepActingEmotionalLaborandJobBurno ut

Tourismservicesmarketisgettingmoreandmorecompetitive,toenhanceservicequalityandcustomersatisfaction,organizationsbuildmanyrulesrelatedtocustomerserviceanddisplay.Frontlineserviceemployeeswillhavetomanagetheiremotionsandmakeeffortinexpressingfriendlyfeelingswheninteractingwithcustomers(Karatepe,2010).Specialactingstrategiesareusedtomeetorganizationalr e q u i r e m e n t s : surfaceacting(fakeemotion),deepacting(actuallyexperiencethed e s i r e d emotion),genuineacting(sincerelyexpressemotion)

(Hochschild,1983;M c C a u l e y andGardner,2016).However,itisimportanttochooseemotionalstrategiestoservecustomersbecausecustomerscanalsodistinguishbetweenartificialo rrealisticsmilesandperceptionofauthenticitycanaffectcustomerssatisfaction

(Pugh,2001).Duetothisreason,frontlineserviceemployeesisdirectlyaffectedtot h e i r feelingsandcausedjobburnoutasanundesirable.Theresultsofpreviousresearch haveprovedthatfrontlineserviceemployeeswhoselecteddeepactingcouldbeabletoshowemotionmorenaturallythanfrontlineserviceemployeesselectings u r f a c e actingsotheywerealsomoresatisfiedwiththeirjobandescapingfromjobburnout(CheungandLun,2015;Leeetal.,2015).Leeetal.

(2015)pointedoutthatdeep actinghadapositiveroleinreducingjobburnoutforemployess,whilesurfacea c t i n g couldraisestressrelatedtoworkbyexhaustingemployees’emotioninservingcustomers.Thus,thesuggestedhypothesesare:

resourceduetothedemandofthatjob.Specifically,frontlineserviceemployeeswithhighcustomerorientationcansearchandgathertheresourcesneededtoovercomeobstacles(Harrisetal.,2006),b e c a u s e theyhavestrongermotivationtoservecustomers.Theydonotwanttolosetheirjobs,theyfeelthecustomersatisfactionasamotivationandthepassingofthis

stagewillhelpthemtosucceed.Becauseofthisreason,theyviewthelossofresourcesasjusttemporarystatusandbelievethatthroughtheirefforts,thecauseofthelossofresourceswilldecrease(Babakus&Yavas,2012).Meanwhile,frontlineservicesemployeeswithlowcustomerorientation,whoarelessinterestedinservinga n d respondingtocustomerneeds,mustbeforcedtofollowthedisplayprinciples.

Becauseoftheirpassiveandpessimisticnature,theseeffortsconsumeemotionalandcognitivesourcesandeventuallyleaddirectlytoexhaustion(Babakusetal.,2010).T h e r e f o r e , frontlineserviceemployeesintourismservicewithhighcustomerorientationaremorelikelytoperceivetheirworkandgetlowjobburnout.Thehypothesisisasfollow:

H7ThereisanegativerelationshipbetweenCustomerOrientationandJobBurnout

JobBurnoutandJobPerformance

Managingjobburnoutintheworkplaceisveryimportant,especiallyatcompaniesandorganizationsprovidingtravelservices.Jobburnoutdoesnotonlya f f e c t theworkattitude,italsoaffectstheperformanceofeachemployee.Theemotional,psychologicalandphysicalconditionsofthestaffarefoundtobeimportantdeterminantsofthequalityofservicesprovidedtocustomers(Mayer,2 0 0 2 ) Inparticular,frontlineserviceemployeesusuallyhavetodealwithstresses

r e l a t e d towork,leadingtohighlevelsofemotionalexhaustion.Thus,theycannotaccomplishthejobperformanceasexpectedinthecontextoforientingcustomerservicebusiness.ArecentstudybyChoietal

(2014)notesthatemotionalexhaustionc a n makeserviceemployeesimpatient,causingemotionalgapwithcustomersand

H8ThereisanegativerelationshipbetweenJobBurnoutandJobPerformance

Figure1.:Conceptualmodel

Method

Theresearchmodelincludesfourconcepts:customerorientation,emotionallabor,jobburnoutandjobperformance.Themeasurementscalefortheseconceptualstructuresisderivedfrompreviousstudiesthathasbeenmentionedintheproposedr e s e a r c h modelandadaptedtothecontextofVietnam.Thestudywasconductedintwophases:

(1)Pilotstudy;and(2)Themainsurvey

Pilotstudy

Usingqualitativemethodtoadjustorsupplementobservationalvariables,adjustthescaleinmeasuringresearchconcepts.In-depthinterviewswereconductedwith5

staffsintourismservicessector:01CEOofahotelandtravelwebsite,01H e a d ofSaleofatravelcompany,01CEOofatravelcompany,01Headofillustrationdepartmentofamuseum,01HeadofreceptiondepartmentofahotelinHoChiMinhCitytocollectideas.Theiropinionsandrecommendationsforrevisingthew o r d i n g , thenumberofquestionsinsurveywereincorporatedintothefinalsurvey

Pilotstudy’sresultsshowthat:

Customerorientationconceptwith6items(Susskindetal.,2007;Susskindetal.,2003)isadjustedto5items,measuredbya5pointLikertscalefrom1(Absolutelyd i s a g r e e ) to5(Absolutelyagree)

Emotionallaborconceptwith15items(Chu&Murrmann,2006)isadjustedto1 1 itemsthatarequitesimilartothoseof(Diefendorffetal.,2006),including3itemsf o r deepacting,06itemsforsurfaceactingand02itemsforgenuineacting.TheL ik er t scalefrom1(absolutelynotrighttome)to5(absolutelyrighttome)isusedinthiscase

Jobburnoutconceptisdiscussedbasedontheversionof22itemsof(Bakkereta l , 2002);ExpertssaythattherearemanyitemsandburnoutinthetourismservicesectorinVietnamisnotatsuchaseriouslevel.ExpertsagreethatjobBurnoutcanbemeasuredinthreecategories:emotionalburnout,cynicismandprofessionalinefficacy.A f t e r refining,thenumberofitemsisreducedto16itemscorrespondstojobburnoutconceptofShin,2003andSchaufelietal.,2008.Measurementisbasedon7 pointsLikertfrom1(Never)to7(Everyday)

Jobperformanceconcepthas04itemsinaccordancewithGoodmanandSvyantek(1999)andperformeda5pointLikertscalemeasurementfrom1( A b s o l u t e l y disagree)to5(Absolutelyagree).

Thescreeningquestionshouldbeputatthebeginningofthequestionnairetor e co g n i z

e thevalidinterviewers

Themainsurvey

Afterpilotstudy,themeasurementscaleisadjustedtoacompletedscaleandu s e d fortheformalquantitativestudy.Thesamplesizeisbasedonthe5:1principle(Nguyen,2013),meaningthatforeveryquestion,5samplesareneeded.Them e a s u r e m e n t scaleincludes36observationalvariablesevaluate04researchconcepts,0 9 questionsrelatedtosamplefeatures(sex,age,educationlevel,levelofe m p l o y m e n t , occupation,yearsinindustry,yearsworkinginthecompany,monthlyincomeandcustomercontactrate);Itshouldhaveatleast45*5=225samples.Thes u r

v e y wasconductedinaconvenientmethodwithn=350.Questionnairesweresentd i r e c t l y tofrontlineserviceemployeesoftravelagencies,hotels,restaurants,museums,airlineticketagents,andhotelandtravelwebsitesinHoChiMinhCitybyemail,messages,phoneinterviewandfacetofaceinterview.Inordertoidentifyvalidr e s p o n d e n t s , twoscreeningquestionsputtingatthebeginningofthequestionnairewere included“Areyouworkinginthetourismserviceindustry?”and“Doyouco ntact directlywithcustomersinyourwork?”.Ifrespondentschose“Yes”forbothq u e s t i o n s , theywereconsideredasvalidandaskedtodothesurveyatnextpage.Incaseof“ N o ” answerreceivedforjustonequestion,respondentswereaskedtostop

andignorethesurveyanddelivered“Thankyou”message.Therewere343receipts( o u t of3

50).Aftereliminatingunqualifiedsamples(thosewithacontactrateareu nd er50%),theremaining308sampleswereusedtoruntheresearch

ResearchusedSPSSandAMOSsoftwaretoprocessandanalyzecollecteddata

Specifically,SPSSwasusedtoevaluatethescaleusingCronbach'sAlphaandEFAanalyzestoexamineconvergencevalueanddiscriminantvalue(Nguyen,2013);A M O S wasusedtorunCFAandtesttheModelFitindexoftheresearchmodel(Hairetal.,2006).Modelof4researchconceptswith36observationalvariablesispresented inTable1

Table1.Measurements

CO1 Itisbesttoensurethatourcustomersreceivethebestpossibleserviceavailable.

CustomerOrientation(C O)

5Items

(Susskindetal.,2007;Susskindetal.,2003)

DA2 IworkhardtofeeltheemotionsthatIneedtoshowtocustom

ers

DA3 IworkatdevelopingthefeelingsinsideofmethatIneedtoshowtocustomers

SA1 Iputonanactinordertodealwithcustomersinanappropriateway

SA2 Ifakeagoodmoodwheninteractingwithcustomers

SA3 IjustpretendtohavetheemotionsIneedtodisplayfo r mywork

SA4 Iputona‘‘mask’’inordertodisplaytheemotionsIneedforthejob.

SA5 IshowfeelingstocustomersthataredifferentfromwhatIfeelinside

FromJB11toJB16usereversedcode

(Bakkeretal.,2002;Shin,2003;Schaufeli

ofexperiencei n t o u r i s m , Y e a r w o r k i n g f o r t h e r e c e n t c o m p a n y , I n c o m e / m

o n t h ( V N D ) , a n d T h e ratioofworkrelatedtocontactingcustomers

ResultsofCronbach’salphaandExploratoryFactorAnalysiswerepresentedinT a b l e 3.TheCronbach’salphaofthesixconstructs:customerorientation,surfaceacting,genuineacting,deepacting,jobburnoutandjobperformancerangedfrom0 7 0 2 to0.927,whichindicatedthereliabilityofthescaleandinternalconsistencyw i t h i n factor(Peterson,1994).Then,EFAwithvarimaxrotationwasconductedtoassesstheunderlyingstructurefor36itemsofthisstudy.Therewere25itemswhichc a t e g o r i z e d intosixconceptsofthisstudywithgreaterthan0.650ofloadingfactorsa n d 66,493%ofvarianceextracted.Elevenitemswithloadinglessthan0.5whichincluding01itemofsurfaceacting,01itemofdeepactingand09itemsofjobburnoutwereomittedtoimproveclarity.

ResultsofConfirmatoryFactorAnalysis(CFA)

ResultsofConfirmatoryFactorAnalysiswerepresentedinTable4.Therewere23itemswhichhadCFAfactorloadingsinmeasurementmodelwereequalorgreaterthan0.533(p<0.001)satisfyingconvergentvaliditylevel.02itemswhichhadCFAf a c t o r loadingvaluebelowerthan0.5,wereexcludedfromthemodeltokeepmodelfi tn ess (Hairetal.,2010).Theseitemswere“Iputonanactinordertodealwithcustomersinanappropriateway”and“IjustpretendtohavetheemotionsIneedtod i s p l a y formywork”

TheCFAresultsshowedCMIN=358.236,df=211,CMIN/

df=1.698,GFI=0.910,AGFI=0.882,NFI=0.904,IFI=0.958,TLI=0.949,CFI=0.958andRMSEA=0.048.TheseveralfitcriteriabasedonHairetal

(2010),wherebytheCFAresu lts musthavethevalueofGFI,NFI,IFI,TFIandCFIbegreaterthan0.9,h i g h e r than0.85withAGFI,lowerthan0.08withRMSEAandlowerthan0.3with

Standardized Estimate

CMIN = 358.236, df = 211, CMIN/df = 1.698, GFI = 0.910, AGFI = 0.882, NFI = 0.904, IFI = 0.958, TLI = 0 949, CFI = 0.958, RMSEA = 0.048

*** P < 0.01

CMIN/

df.Theallofcriterionofproposedmodelwereconsistentwellwiththematchingstandardsoconcludingthatithadgoodnessoffit

ResultsofHypotheseswerepresentedinTable6.Firstly,H 2 andH3weresupported,deepactingandgenuineactingwerepositivelyinfluencedbycustomero r i e n t a t i o n , withthevalueofthepathcoefficientat0.347(p=0.000)and0.401(p=0 0 0 0 ) TheseresultswerealsomatchedwiththeresultofWu&Shi,2017research,w h i c h showedthatcustomerorientationincreasedeepactingandgenuineacting.

WhileH1andH7werenotsupported,customerorientationnotonlybefoundthatitd i d noteffectsurfaceactingwiththevalueofthepathcoefficientat0.059(p=0.390)bu talsojobburnoutwiththevalueofthepathcoefficientat-

0.136(p=0.180).Web r in g outthereasonsatdiscussionpart.Secondly,H4andH6weresupportedandconsistedwithpreviousstudy(Leeet.al.,2015;Wu&Shie,2017).Surfaceactingimpactedonjobburnoutasanagentincreaseburnoutoffrontlineserviceemployees( c o e f f i c i e n t =0.395,p=0.000).Andthesewerereversedwithdeepacting,itn e g a t i v e ly affectedjobburnout(coefficient=-

0.362,p=0.000).Onemoreoutcomed i d notmeetwithpreviousresearchthatgenuineactingdidnoteffecttojobburnout( c o e f f i c i e n t =-

0.064,p=0.488).H5wasnotsupportedthatmeansGenuineactingistherealemotionsowhenpeopletrulyfeelgood,theywillexpressautomatically( M c C a u l e y &Gardner,2016).Itisthereasonwhymanypassedstudiesdidnotmentiongenuineactingasafatorofemotionallabor(Delpechitre&Beeler,2018;Hure t al.,2013;Leeatal.,2015).Finally,asexpected,Hypothesis8wassupported,jobb u r n o u t tendtodecreasejobperformance(coefficient=-

0.158,p=0.000).Thisresulti s matchedwithstudyofC h o i etal.(2014)andLeeatal.(2015)

Thepursuitof“CustomerisGod”philosophyisstillatoppriorityinservicesector,particularlyintourismservicessector(Rafaelietal.,2012).Withthisphilosophy,customerorientationreferstoattitudesandbehaviorsofemployeeswhenservingcustomers,theymustexpressaninterestintheneedsanddesiresofcustomersinaccordancewithorganizationsrequirements(Babakusetal.,2010;Zablahetal.,2 0 1 2 ) InVietnam,thisphilosophyisstillusedasamottoofthissector;Intourismservicescompanies,customerorientationisaregulationorarulethatemployeesmusta d h e r e to;Intourismschools,customerorientationistaughtasanoccupationqualification Accordingtothestudyresults,intourismservicesetorinVietnam,customerorientationdoesnothaveanegativeimpactonsurfaceacting,customero r i e n t a t i o n doesnotnegativelyaffectjobburnoutasthehypothesis.Customero r i e n t a t i o n positivelyaffectsdeepactingandgenuineacting;throughdeepacting,customerorientationaffectsjobburnout,reducingthelevelofexhaustionatwork.Thed i r e c t l y interviewsweremadewith10frontlineserviceemployeesafterthemodelr e s u l t s areestablished,thisissueisinterpretedasfollows:

Firstly,thecontentofcustomerorientationistheserviceviewpointoftheindustry,ofthecompanysothisisalwayspresentintheperceptionofthefrontlineserviceemployee;theyalwaysrememberitwhenenteringtothecompanyandservingcustomers.Simply,theydonotwanttolosetheirjobssotheyareawareoffollowingthisrule.Thisisalsothereasonwhy6itemsofprofessionalinefficacyofjobburnoutw e r e excludedfromthesurvey.Fewintervieweesnegativelyassessthemslves,whichleadtolackofconfidenceanddeterminationtoperformcustomerservice

Secondly,chossingdeepactingorgenuineactinginsteadofsurfaceactinghelpst h e m toreducecustomer'sperceptionofbeingsurfaceacting,controltheiremotionsoverexcessivedemandsofcustomersornegativetemperofunsatisfiedcustomers.

However,choosingdeepactingandgenuineactingdoesnotmeanthattheyarehappywi t h customers;ithelpsthemtocalmlysolvetheproblemswithoutviolatingcompanies’regulations.Deepactingisanemotionallaborstrategythatconsumesaloto f mentalenergyandeffort,andislikelytocauseemotionalexhaustion.However,ita l s o hasthepotentialtoreduceworkexhaustionbysynchronizingtheactualemotiono f theemployeewiththerequirementsofthecompany(Hochschild,1983).Buts o m e t i m e s , itcannotmakecustomerssatisfiedwiththeservicequality(Rosie,2015)

Thirdly,withmuchworkintensity,theycannotusesurfaceactingtoachievecustomerorientation.Itisimpossibletopretendtosayandsmiletocustomersallday.B e i n g abletokeepcalmisagreatachievement.Sincetheyhavechosendeepactingan d genuineactingfromthebeginning,customerorientationcannothaveanimpacto n theirsurfaceacting

Theresultsalsorevealtheexistenceofsurfaceactingandtheinfluenceofsu r f ace actingtojobburnout.Therespondentssaidtheyweretiredandexhaustedbecauseofsomeotherimpacts,suchastherelationshipbetweencolleagues,supportd e v i s i o n , orthesalariesdidnotmatchtheresultstheyhadachieved.Theresultofjobb u r n o u tisthenegativeeffectonjobperformance,whichistheresultofmanypreviousstudies(Choetal.,2016;Kimetal.,2012;Shaukatetal.,2016).Forexample,atourguideistiredofhavingtodependonworkwiththeoperatorandthesalesdepartment,andtheyalsohavetodealwiththequestionsofcustomercare

departmentattheendofthetour;restaurantserviceemployeesdependonthekitchens t a f f

TheresultsofthisstudyarequitesimilartosomepreviousstudiesinAirlinesIndustry.Inthosestudies,similartocustomerorientation,emotionaldisplayrulesaretherequirementsonemotionalexpression,attitudesandbehaviorwhenservingclients(Ekman&Friesen1975;Goldberg&Grandey2007).Emotionaldisplayrulescanbeu s e d toinfluencethefeelingsofserviceworkers,helpingthemachievetheirexpectedperformance(Ashforth&Humphrey1993;Cropanzanoetal.,2004;Diefendorff& R i c h a r d 2003).Koreanairlineshaveadoptedemotionaldisplayrulesasaregulationandmottooftheindustrytoplease“thegods”.ThestudybyLeeetal.(2015)waspu bl ished inaQ1magazineinthefieldofTourism,LeisureandHospitalityManagementexplainedtheimpactofemotionaldisplayrulesonemotionallaborandjobburnoutofKoreanflightattendants.Theresultsshowedthatemotionaldisplayr u l e s didnotaffectthesurfaceactingandjobburnoutoftheflightattendants,theflightattendantschosetheimplementationoftheemotionaldisplayruleswhenservingcustomers.Thereasonisthattheflightattendantsalwayskeepinmindthatemotionaldisplayrulesisarequirementintheworkplace,andtheyhavealsobeentrainedintheemotions,skillsandattitudesofservingcustomers.Insteadchoosingtoshowinsurfaceacting,theychoosedeepactingasasolutiontorelievestressatwork

ConclusionandManagerialImplications

Customerorientationhasanimportantrole,andaccordingtoCORtheory,employeeswithhighcustomerorientationcanexpressmorerealisyicfellingand

decreasethedisavantageofsurfacelevel(Yoo&Arnold,2014).Customerorientationd o es notaffectthesurfaceactingandjobburnoutofthefrontlineserviceemployeesinthetourismservicessectorinVietnam,indicatingthatmostofthestaffhashighcustomerorientation.Thismeansthattheyareawarethatcustomerorientationisan e c e s s a r y conditionoftheirwork,thattheycanunderstandtheneedsoftheircustomersandsolvetheirproblems,andthattheyareabletoeffectivelydealwiththeirstresstoneutralizeorreducetheadverseeffectsofjobdemand(Babakusetal.,2 0 0

9 ) Thus,theproblemistofindothereffectsthathavemadeemployeesexhaustedinworkthataffectthequalityoftheirwork,tofindsolutionstotheireffects;atthesametime,wewilltakemeasurestobringintoplaytheadvantagesofhighcustomero r i e n t a t i o n indexoffrontlinestaffinthetourismservicesectorinVietnam

SomeimplicationstomanageandtrainstaffintourismservicessectorinV i e t n a m areasfollows:

Fortheenterprisesintourismservicesector

Firstly,enterprisesshouldcarryouttheactivitiesmotivatingemployees’jobs a t i s f a c

t i o n , implementactivitiestodecreasetheimpactsofjobburnout,ande n c o u r a g e employeestoincreasecustomerorientationtoimprovetheirproductivity( C h o i etal.,2012;Huretal.,2015b;Rod&Ashill,2010;Shaukatetal.,2016).Agoodstrategyofhumanresourceincludesagoodregulationofsalaryandmonetaryr e w a r d s ; aimpartialKPIassessment;clearsystemofposition,dutyandprocessofincorporationamongdivisionsf o r perceivedorganizationalsupport;increaseemployees’autonomyinthework,increasetheautonomytosolveproblems;The

rulesattachedtotheaward,suchastheemployeeoftheyear,thebestemployeeofthe

monthortheemployeewiththehighestvotefromcustomersintheyear,shouldmotivateemployeestocontributeforthecompany.Inthiscase,employeeswillcon sid er thedevelopmentofcompanyastheirsuccessandkeephighcustomero r i e n t a t i o n inworking.

Secondly,focusingoncelebratingcoursestotrainproblemsolvingskill,skillofcontrolingemotionallabor,thewaytoreducestress.Thetrainingprogramshouldincludetheactivitiestohelpthemunderstandtheviewsandfeelingsofcustomers;role-

playingactivities,handlingsituationsareessential;programsthathelpemployeese x p e r i e n c epositiveemotions,empathywithcustomers;helpingemployeesunderstandtheuseofpositiveemotionsinsteadofnegativeemotionisanecessity.Insteadoflearninghowtoacttowardscustomers,theemployeesshouldplacethemselvesintocustomerspositiontowellunderstandthecustomers(Jung&Yoon,2014).Forexample,thetrainingprogrammayaskemployeestodealwithsimulatedsituations

Employeeswillreceivedifferentscenarios.Someemployeeswillactascustomersw i t h differentattitudesasrequired.Employeesarerequiredtorespondasiftheyareexperiencingarealmeetingwithcustomers.Then,spendingtimetodiscusstofindtheb e s t waystomanagewellemotion.Finally,whenrecruitingemployeestoworkatfrontlinepositions,companiesshouldbemindfulofselectingcandidateswhohavehighcustomerorientation

Frontlineserviceemployeeswithhighcustomerorientationexpectsamorepositivew o r k environmentinthefuture.Thisisduetotheresourcefulness,servicemind,self-

confidence,experience,optimism,agilelearning,thedesiretoimprovetheircapacitybydevelopingnewskillsandmasteringnewsituationsandtheenjoymenttheyreceive

&McNaughton,2009)

FortheInstitutetraningintourismservicesetor

Besidesfoundamentaltheory,someskillssuchasproblemssolving,emotionalcontrol,especiallywhenhavingconflictwithcustomers.Secondly,Trainingcarefullyc a r e e r ethics.Finally,addingcareerawarenessandprideintothetrainingcoursetoh e l p fresh-

graduatestolimittheirworkexhaustionandincreasetheirjobperformance

LimitationsandFutureResearch

Thisstudyhassomelimitationstobeconsideredcarefully

Firstly,althoughHoChiMinhCityisanimportanteconomiczoneandservicec e n t e r ofVietnamandtherespondentscomefromtourismcompanies,hotels,re stau r an ts , airlineticketagentsandmuseumsinHoChiMinhCity;however,thef i n d i n g s ofthisstudymaynotgeneralizethecontexts,cultures,andpeopleoftravelag en c i e s, hotels,restaurants,airlineticketagentsandmuseumsinothercities,otherp r o v i n c e s atdifferenttimes.Studiesindifferentgeographicandtimezonesmayyieldd i f f e r e n t results(Trochim&Donnelly,2008).Futureresearchshouldplacethismodelindifferentenvironmentsorusemulticulturaldata,addingpersonalitycharacteristicso f eachregiontoestablishthegeneralityofthefindingsofthisstudy

Theconceptsinthisstudyareconsideredinthepersonalitytrait,whichmeansthattheyperceivethemselves,self-assessments,self-

reports,andthuscancreatee x a g g e r a t e d relationshipsamongvariablesinthemodel.Inaddition,thequestionnaire