Antecedents and outcomes of emotional labor a study of front line employees of the tourism industry in vietnam

Theoreticalbackgroundandhypotheses...5 2.1 Emotional labor...5 2.2 Therelationshipsamongemotionallaboranditsantecedentsanditsoutcomes...6 2.2.1.. Therelationship betweenjobautonomyandemo

AM

MASTEROFBUSINESS ADMINISTRATION

HoChiMinhCity–Year2018

Firstly,I wou ld l i k e t o s a y thank youverymucht o Assoc.Prof.NguyenT h i MaiT r a n g (mysuper visor)f o r h e r valuableinstructionsandkinds u p p o r t s i n helpingmef i n i s h t h i s academicresearch.I alsoappreciatethemembersofthethesisdefensecommittee’scommentsandmeaningfulsuggestionsto helpmetocompletethisthesis.MysincerethanksaregiventoallofmyprofessorsatInternationalBusine ssSchool–

UniversityofEconomicsofHoChiMinhC i t y fort h e i r teachingduringmymastercourse.Finally, Iwouldliketoexpressmydeepestt h a n k s formyfamily,friendsforalwaysbeingmyside

duringstudyingthemastercourse

ACKNOWLEDGEMENT

ABSTRACTABBREVIA

TION

CONTENTS

1 Introduction 1

2 Theoreticalbackgroundandhypotheses 5

2.1 Emotional labor 5

2.2 Therelationshipsamongemotionallaboranditsantecedentsanditsoutcomes 6

2.2.1 Therelationshipbetweenemotionalintelligenceand emotionallabor 6

2.2.3 Therelationship betweenjobautonomyandemotionallabor 8

2.2.4 Therelationshipbetweenemotionaldisplayrulesandemotionallabor 8

2.2.5 Therelationship betweenemotionallaborandjobburnout 9

2.2.6 Therelationshipbetweenemotionallaborandjob satisfaction 10

2.2.7 Therelationship betweenjob burnoutandjobsatisfaction 10

2.3Researchmodel 11

3 Method 12

3.1 Procedureandsample 12

3.2 Measurement(seeAppendixD) 13

4 Resultsanddiscussion 16

4.1 RespondentsCharacteristics 16

4.2 Scalevalidation 18

4.3 Resultsof structuralequation modelinganalysis(SEM) 21

4.4 Discussion 21

5 Conclusionandmanagerialimplications 25

5.1 Conclusion 25

5.2 Managerialimplications 26

5.3 Limitationsandfutureresearch 29

References 30

APPENDICES 35

LISTOFFIGURESFigure1.Researchmodel……….10F i g u

r e 2.Standardizedcoefficientpath……… 24

LISTOFTABLESTable1.Respondents’characteristics 17Table2.Means,standarddeviations,andstandardizedCFAloadingsofitems 19,20T a b l e 3.Correlations(finalmeasurementmodel) 20Table4.Unstandardizedstructuralpaths 21

Thenewtrendofsuccessfultourismcompaniesistrulyengagingtheirfront-lineserviceemployeesbyapplyingemotionallabortheorytomaximizeservicequality,satisfaction,a n d b e h a v i o r a l o u t c o m e s T h i s s t u d y i n v e s t i g a t e s t h e a n t e c e d e n

t s o f f r o n t

-l i n e serviceemp-loyeeemotiona-l-laborinthetourismorganizationsinVietnam.Ita-lsoexaminesther o l e ofemotionallabortoward employee jobburnout and jobsatisfaction.Employing theCFA&SEManalyseswithasampleof302front-lineemployees,theresearchfindingsr e v e a l t h a t e m o t i o n a l i n t e l l i g e n c e , j o b a

1 Introduction

Theservice s ec t o r in V ie t Namisidentified as o n e of thekeyindustrytodevelopt h e

o ver all economygrowthrate.Inthetrendoftransitioningtothefreedomeconomy,theservicesector,consistingoftourismindustryinVietnam,hasalwaysplayedan

importantr o l e TheWorldTravel&TourismCouncil(2014)mentionsthatthecontributionfactorso f Travel&TourismsectorstoGDPwillbehotels,airlines,airports,travelagentsandleisureandrecreationservicesthatdealdirectlywithtourists.The totalcontributionofT r a v e l &TourismtoGDPofVietnamwasVND311,117Billion(9.6%ofGDP)in2013an

d directlycreated1,899,000jobs(3.7%oftotalemployment) V iet na m isoneofthemostpopulard e s t i n a t i o n s i nA s i a, t h e n u m b e r o f i n t e r n a t i o n a l vis it or st o V ie t

n a m ha s b e e n risingeveryyear.Itmeansthattourismindustrywillhavetofocusmoreonbetterhumanresourcespoliciessothattheycanfarewellinthecompetitionandsatisfytheircustomersd u e to itsspec ial f e a t u r e i s ani n t e r ac t i o n be tw een se r v i c e pr ov

i n t e r a c t i o n betw een serviceproviders(employees)andserviceacceptors(customers)”(Tsaur,Chang

&Wu,2003,p.435).Themainproductsprovidedbytourismorganizationsareservices

andt h e e m p l o y e e s w h o playr o l e a s s e r v i c e p r o v i d e r s w i l l p r o v i d e t h o s e s

e r v i c e s tocustomers.Thus, e mp lo yeei n theto ur is m industry becomesa part o f s e r

v i c e pr od uc ts a n d theirexcellentperformancehelptoform imageoforganizations(Kusluvan,2003).V i e t n a m tourismindustryneedstoovercome theseissuestooptimizeitspotentialat leastbyusing“professionalsmilingfront-lineserviceworkers”tobeas“countrya m b a s s a d o r s ”

Today,t h e n e w t r e n d o f s u c c e s s f u l t o u r i s m companiesi s t r u l y engagin

gt h e i r f r o n t

-l i n e serviceemp-loyeesbyapp-lyingemotiona-l-labortheorytoenhancesatisfactionwiththeirexternalcustomers.AsstatedbyGrandey(2000),interestinemotionallaborf

showingsmilesandg o o d lineserviceworkerswill

humor…)andineachcase,managingemotionsoffront-resulti n m o r e e f f e c t i v e w o r k p l a c e interaction.T h e n , emotionsh a v e e v o l v e d

t o h e l p employeesactadaptivelytocustomerbehaviorsandworkingsituations(Grandey,2000)

Additionally,emotionalintelligenceshowsthat employeesareableto recognizeandunderstandanyemotionalsignal.Basedonthatability,front-

lineserviceemployeesm a y usesuitablewaystomanagetheirfeelingsandencourageintellectualgrowth( S a l o v e y &Mayer,1990).Therefore,emotionalintelligencebecomesacriticalfactorstomakee m o t i o n a l i s s u e s e a s i e r f o r s e r v i c e w o r k e r s t o r e g u l a t e Whilef r

o n t - l i n e s e r v i c e face.Sotheyarea s k e d t o s h o w a p p r o p r i a t e mannersa n d c o n t r o l t h e i r f e e l i n

employeesperformtheirjobs,theyalwaysinteracttocustomersface-to-g s w e l l ( K a r a t e p e , 2 0 1 0 ) T h u s , a s t u d y o f b o t h emotionall a b o r a n d emotionali n t e l l i g e n c e f o r u n d e r s t a n d i n g serviceemployeeindividualemotionale x

f d e s t i n a t i o n s i n V i e t n a m o r t i r e d o f h o w u s i n g t h e i r r e l a t i o n s h i p s w i t h i n te

r m ed i a r i e s toperformthe

bestservicesforcustomers(Vietnamnet,2017).Employeesi n theservicesectoralsosharetheiran

xietiesonbalancingtheirtimesforfamiliesandforw o r k i n g (TapChiDuLich,2016).ChowdharyandPrakash(2010)showintheirstudy

thattheabovechallengeswillcreatementalandphysicalpressureresultingjobburnout,l e

s s j o b s a t i s f a c t i o n a n d f i n a l l y l o w s e r v i c e quality.U p t i l l n o w , t h e r e

a r e a l o t o f r e s e a r c h e s studyingaboutemployees’emotionallaborandemotionallaborindevelopedco un tri es ( H o c h s c h i l d , 1 9 8 3 ; A s h f o r t h & H u m p h r e y , 1 9 9

3 ; G r a n d e y , 2 0 0 0 )

( a l s o s e e appendixG).Inscholars’attemptstosearchforpotentialantecedentsandoutcomesthath a v e h i g h p o w e r t o e x p l a i n w o r k e r e m o t i o n a l l a b o r i n t h e s e r v i

c e industry,G r a n d e y (2000)conceptualizesamodeltohelpemployeestoregulatetheiremotionswhenperformingtheirjobsintheworkplacewhichincludes situationalcues(e.g.interactione x p e c t a t i o n s , emotionalevents),emotionregulationprocess(emotionallabor,individualf a ct o r s , o r g a n i z a t i o na l f a c t o r s ) , r e s u l t s ( e g i n d i v i d u a l w

e l l b e i n g , o r g a n i z a t i o n a l w e l l

-b eing )andthenotherworksrestrictthemselvestoidentifythesefactorsseparatelyornoti n thetourismindustry.Thereisfewstudiesmentiontherelationshipsofthesefactorsino n e mode

o r hera b i l i t y t o manageemotionsd u e t o a s a v i n g f a c e c u l t u r e inw o r k i n g e n v i r

o n m e n t , n o t b a s i n g o n o r g a n i z a t i o n a l displaysrules (Nguyen,Ladkin& Osman,2016;Quang,Khuong&Le, 2 0 1 5 ) Moreimportantly,duetothissavingfaceculture,Vietnamesetourismfront-line

employeesoftentrytocontroltheirmannerswhileface-to-faceinteractwithcustomersf o r longtime.Theywilleasilyhurtphysicallyoremotionallybystress.Thus,thisstudyt r y tounderstandandfillinthisgapbytestingtheeffectsofemotionalintelligence,jobautonomy,emotionaldisplayrulesonemotionallabor,andsubsequentlyonjobburnouta n d jobsatisfactionoffront-lineserviceworkerswhoareworkinginthe

emotionallaborshowsthatwhenfront-t i o n s employeese x p e r i e n c e emotionallaborshowsthatwhenfront-t h e p r o c e s s o f r e g u l a emotionallaborshowsthatwhenfront-t i n g emotionallaborshowsthatwhenfront-theirmannersandshowinguptofollow theemotionalexpectationsof ajob(e.g services).Theseserviceworkersareexpectedtoregulatetheiremotions(e.g.displayingp o s i t i v e e m o t i o n s a n d a c

t i n g f r i e n d l y ) w h i l e w o r k i n g w i t h c u s t o m e r s , c o l l e a g u e s andsupervisors.This

studyisgoing todiscoverthewaysthatserviceworkersc o n t r o l theiremotionstosatisfywiththeirworksandtoimproveworkoutcomes.

2.2 Therelationshipsamongemotionallaboranditsantecedentsanditsoutcomes

2.2.1 Therelationshipbetweenemotionalintelligenceandemotionallabor

Emotionali n t e l l i g e n c e isi d e n t i f i e d a s t h e c o n c e p t o f “ s o c i a l i n t e l l i g e n c e ” t o

r e f e r t h e abilitytouseemotionsinbothoneselfandotherstoproducebeneficialoutcomes(Wong

&Law,2002;Salovey&Mayer,1990).Emotionalintelligenceshowsthatemployeesarea b l e torecognizeandunderstandanyemotionalsignal.Basedonthatability,front-

lineserviceemployeesmayusesuitablewaystomanagetheirfeelingsandencourageintellectualgrowth(Wong&Law,2002;Salovey&Mayer,1990).Itisknownas“thea b i l i t y torecognizeanduseinformationinsocialinteractions”(Grandey,2000,p.106).Charact e

ri zed

byconsiderablefacetofaceinteractionwithcustomers,thetourismi n d u s tr y requires f r o n t

-l i n e e m p -l o y e e s t o m a n a g e , r e g u -l a t e , a n d c o n t r o -l t h e i r e m o t i o n s e f f e c t i v e -l y(Karatepe,2010).Front-

lineserviceworkers,whohaveknowledgeandunderstandmoreaboutemotionalintelligen

ce,aremoreskillfulinusingsuitablebehaviorf o r eachsocialinteractions(Balogun,Balogun,&Agesin,2016).Emotionalintelligenceshouldbemoreemployedbyfront-

lineserviceemployeestoprovideexcellentservicesf o r th e customers( G r a n d e y , 2 0

0 0 ) Ba s e d onth at, f r o n t - l i ne se rv ice e m p l o y e e s w ou ld

reallyk n o w h o w theyf e e l a n d why.T h e n , theya r e a b l e t o regulatet h e i r s u i t

g i n g e m o t i o n a l b e h a v i o r s a n d i t modifyemployee’semotional labor (Lee &Ok,2012).Numerousrecentstudiesh a s a l s o u s e d e m o t i o n a l i n t e l l i g e n c e a s serviceworkers’a b i l i t y f o r controllinge m o t i o n a n d t h e i r c a p a c i t y t o r e g u l a t e t h e f e e

l i n g s k n o w i n g a s e m o t i o n a l l a b o r ( e g Mastracci,Newman&Guy,2010;Lee&Ok,2012).Mastraccielal

(2010)revealthek n o w l e d g e orunderstandingofemployeesaboutemotionalintelligenceastheirabilitiest h a t areneededtoregulateemotionallabor.Additionally,emotionallaborwillhaveaneff ect onwhetherapersonengagesinsurfaceactingor

performsdeepactingincasetheye x p e r i e n c e emotionaldissonance(Grandey,2000).Assuch,theseabilitiesofemotionalintelligencemayhelpfront-

lineworkersknowwhentoperformemotionallabor.E m o t i o n a l intelligenceandemotionallaborarealwaystogether.Ifthereisnoexistenceofoneofthem,otherwillbedisappearing(Guy,Newman&Mastracci,2014).Thus,itisp r o p o s e d :

H1:Emotionalintelligencewillpositivelyrelatetoemotionallabor.

2.2.3 Therelationshipbetweenjobautonomyandemotionallabor

Jobaut on om y isd e f i n e d byBreaugh( 1 9 9 9 ) , a f ee l i n g o f h a v i n g f r e e d o m orp o w

employeestoexperiencetheirabilitiestomaketheiro w n decisions andto performataskwithout control ofanyoneelse.Job autonomyshowsf r o n t -lineserviceemployees’willingnesstotakepartinworkingwithfreelyexpressingcompany’se x p e c t e d emotions( i e e n g a g e ine m o t i o n a l labor).Af r o n t -

l i n e s e r v i c e employee(e.g.tourguideinthetourismindustry…)usuallyinteractsdirectlytocustomers,somorejobautonomyleadsmoreindividualchoiceanddiscretioninvolvedina jobandcustomerssatisfaction.Inallthesituationsorcircumstances,whenfront-

(2009)s t a t e t h a t t h e w a y t o s h o w f e e l i n g s m a y b e d i f f e r e n t a n d f r o m t h e s e p

o i n t s toi d e n t i f y one'sculturalandsocialidentity.Displayrulesrequirepeopletos

howsuitableattitudesindifferentcircumstances.Whileemotionalintelligenceandemotionallaborareemployee’sinternalabilitiestorecognizethefeelingsandmanageone’sownemotions,emotionaldisplayrulesareexternalrequirementsoftheorganizationsaskingtheirpeople

toshowfeelings.Thelocalculturesaresurelydifferentwiththeothers.Additionally,theVietnamesef r o n t -

lines e r v i c e e m p l o y e e ( e g t o u r g u i d e … ) l a c k s w o r k i n g e x p e r i e n c e withmulti-

nationalcustomers.Thus,theorganizationsgenerallyusethedisplayrulesast h e e x p e c t

a t i o n s f o r emotionale x p r e s s i o n t h a t t h e employeess h o u l d s h o w t h e p u b l i c (Grandey,2000).Thus,itisproposed:

H3:Emotionaldisplayruleswillpositivelyrelatetoemotionallabor.

2.2.5 Therelationshipbetweenemotionallaborandjobburnout

Burnoutisastressoutcometypicallyfoundinemployeesinserviceindustries.Burnoutoccursw h e n ane m p l o y e e b e c o m e s o v e r l y e m o t i o n a l l y i n v o l v e d i n i n t e r a

c t i o n s w i t h customersandhas li tt le waytore ple ni sh t h os e emotional res ou rcesbeings p e n t ( S c h a u f e l i & E n z m a n n , 1 9 9 8 ; Grandey,2000).T h e s i g n s

o f burnouta r e e m o t i o n a l exhaustion,depersonalization,andreducedpersonalaccomplishment(Cordes&Dougherty,1993).Whenfront-

lineserviceworkers(e.g.tourguide…)areusuallyfacetof a c e tocustomersandinthissituationtheyhavetoknowwaystoregulatetheiremotions.Byrepeatingtheseactionseveryday,serviceworkersmaybeawareoflosingemotionalf e e l i n g ortiredness.Todealwiththishappeningproblemsinemotions,front-

lineserviceworkersseparatethemselvesfromcustomersbyopposingorlyingthem.Iftheseproblemsarenotsolved,employeeswillhavebadfeelingsaboutthemselves,theirjo

bs,a n d t h e i r j o b p e r f o r m a n c e mightr e d u c e a s l o n g c o n s e q u e n c e s ( C o r d e s

& D o u g h e r t y , 1 9 9 3 ) Thus,itishypothesized:

H4:Emotionallaborwillpositivelyrelatetojobburnout.

2.2.6 Therelationshipbetweenemotionallaborandjobsatisfaction

Jobs a t i s f a c t i o n i s a p o s i t i v e f e e l i n g o f l o v e d o i n g j o b a n d i t i s a l s o awayt o h e l p employeestoevaluatetheirjobperformance(Dubinsky&Hartley,1986).Itissaidthatw h e n f r o n t -

s e v e r y day,s e r v i c e w o r k e r s m a y b e a w a r e o f l o s i n g e m o t i o n a l f e e l i n g ortirednessandlowertheirsatisfactions.Itmeanstheserviceworkerswhooftent r y t o r e g u l a t

whileworking.FairbrotherandWarn(2003)statet h a t employeeshavemorejobburnoutwillreducetheirpleasantof

performingtheirjobs.F u r t h er m o r e , Rothmann(2008)reaffirmsthatjobsatisfactionhasbeennegativelyimpactedbypressureorw o r r y causedbyt h e problemsonjobs.I t s h o

w s t h a t w h e n p r e s s u r e ofworkincreasesandloveofdoingjobwilldecrease.Itisakeypointoflowjo binvolvementforfrontlineserviceworkersinthetourismindustry.Additionally,asit

Figure 1: Research model

facetocustomerswithstresswilllowertheirsatisfactions.Therefore,theresearcherproposedahypothesis:

ismentionedabove,Vietnamesetourismfront-lineemployeesoftencontactface-to-H6:Jobburnoutwillnegativelyrelatetojobsatisfaction.

2.3Researchmodel

3 Method

3.1 Procedureandsample

Thisstudywereundertakenbyanin-depth questionqualitativestudyandaquestionnaires u r v e y fromemployees

inHoChiMinhCitysincemostoftravelagenciescentralizehere( 6 9 7 % ofVietnam)&thetravelagencycreates

alinkbetweenthecustomersandservicesuppliers(DepartmentoftourismHoChiMinhCity,2017).Respondentswerefront-

lineemployees( e g t o u r g u i d e s … ) w h o a r e w o r k i n g i n thet o u r i s m i n d u s t r y T h e

o r i g i n a l

scaleswasusedinthein-depthinterviewstoadjusttheitemsbeingsuitableforVietnameserespondents.Themainquantitativesurveywasusedtotestthemeasurementa n d s t r u c t u r a l m o d e l s T h r o u g

h t h e q u a l i t a t i v e study,t h e q u e s t i o n n a i r e s , w h i c h w e r e translatedintoVietnamese,w e r e u s e d toquestions i x p e o p l e i n o r d e r t o m o d i f y a n d r e v i s e allobserveditemsofthedraftquestionnairetomakeimprovementfortheofficialq u e s t i o n n a i r e FromJune7tht oJune14th,thereweresixinterviewsconductedinHoChiM i n h City.E a c h q u e s t i

o n o f t h e m ea s u r e me n t s c a l e wa s a l t e r n a t i v e l y askedf o r r e s p o n d e n t s ’ understandingandsuggestionsuntileveryitembeingfullyunderstood.Thef i n a l measurements c a l

e s w a s s l i g h t l y m o d i f i e d t o b e s u i t a b l e u s e d i n V i e t n a m ( s e e A p p e n

d i x A,B,&C)

Themethodofself-administeredsurveywiththeconveniencesamplingapproachw a s employedforthisstudy

measurementscalesinthisstudyhadfortyoneitemssot h a t theminimumsamplesizeshouldbe:n

=41*5=205samples.FromJuly1 3thtoSeptember25th,electronicmail(emailsofrespondentswereprovidedbytouroperatorsa n d bySaigontourguideunion),Googlesurvey(toSaigontourguideunion)andhard

copieswere(totravelagencyoffices)usedtodeliver500questionnairestoparticipantswho a r e w o r k i n g a s f r o n t -

l i n e o f f i c e r s f o r travela g e n c i e s i n H o C h i M i n h City( v i a electronicmailwas21%,Googlesurveywas58%andhardcopieswere21%)

Afterdatacollection,theresearchercollectedtotal356responsesfrom35travelagencies;theanswerratewas71.2percent.Then,total54answersheetswerenotusedbecausetheywerenotsuitable(13answerswerenotfromthetourismindustry;8answers h

e e t s w i t h t h e s a m e a n s w e r f o r allq u e s t i o n s ; a n d t h e o t h e r s w i t h missinga n s w e r v a l u e s ) Finally,302answers wereenoughtobeanalyzedcomparingwithanecessary samples i z e T h e d a t a w a s u s e d t o b e c a l c u l a t i n g C r o n b a c

h ’ s a l p h a , C F A t o t e s t t h e r eli ab il i ty andvalidityofeachmeasurementscale.Then,themodelandhypothesesweretestedbyusingSEManalysis

JobAuto6.Iamallowedtochangemyjobobjectives

JobAuto7.IamallowedtomanagewhatIamaskedtoachievebymysupervisor.

Emotionallabor

Emotionall a b o r w a s measuredbytwos u b

-d i m e n s i o n s : D e e p a c t i n g : 4 items;S u r f a c e a c t i n g : 4items(a-dapte-dfromDiefen-dorffetal.,2006)

Jobburnout

Burnout’smeasurementscalewasusedbyfiveitems(adaptedfromSchaufeli&Enzmann,1998).

4 Resultsanddiscussion

4.1 RespondentsCharacteristics

TheS P S S s o f t w a r e w a s u s e d t o analyzedataa n d t h e f i n d i n g s o f

t h e demographicanalysisweredescribedinTable1

p l a y 3 , EmoDisplay4;Jobautonomywasmeasuredbysixitems(JobAuto1,JobAuto2,JobAuto3,JobAuto4,JobAuto5,andJobAuto6)andjobburnoutwasmeasuredbyJobBurn1,JobBurn2,JobBurn3,andJobBurn5.Thus,themeasurementscalesofeachdimensionw e r e s t i l l a c c

e p t a b l e T h e modelf i t o f r u n n i n g C F A w a s g o o d w i t h t h e m i n i m u m discrepancy o f 1 8 8 9 ; t h e p r o b a b i l i t y ofg e t t i n g a d i s c r e p a n c y was 0 0 0 ; t h e comparativefitindexwas.947;TheTucker-Lewiscoefficientwas.942;theprobabilityo f

standardizedregressionw e i g h t s of a l l i t e ms we re h i g h e r t h a n 0 5 w i t h p < 0 0 1 Additionally,t h e s ca l e s i n th is s t u d y w i t h a v e r a g e v a r i a n c e s e x t r a c t e d i n d i c a t o r s

o v e r 0 5 , c o m p o s i t e r e l i a b i l i t i e s a n d c r o n b a c h ’ α higherthan0.76(seeAppendixF&G)showedconstructreliability,convergentvalidity,a n d d i s c r i m i n a n t v a l

i d i t y o f themeasurementscales.

( F o r n e l l a n d L a r c k e r , 1981;Steenkamp&VanTrijp,1991).

Self-emotionsappraisal:Cronbach’α=.93;CR=.93;AVE=.82

(Se1)SelfEmoA1.Icanoftenknow whyIhavecertainfeelings 4.02 1.75 89 (Se2)SelfEmoA2.Iunderstandmyownemotionsverywell 3.92 1.78 89 (Se3)SelfEmoA3.Ialwaysknow whetherornotIamhappy 3.90 1.68 94

Others-emotionsappraisal:Cronbach’α=.90;CR=.91;AVE=.76

(Oe1)OtherEmoA1.Iknow myfriends’feelingsfromtheirexternalmannersallthetime 3.93 1.75 90 (Oe2)OtherEmoA2.Iamavery goodpersonwhocanseeothers’ emotions 3.86 1.70 86 (Oe3)OtherEmoA3.Icanrecognizeemotionsofpeoplesurroundingme 3.97 1.71 86

Emotionaldisplayrules:Cronbach’α=.76;CR=.75;AVE=.52

(Ed2)EmoDisplay2.Iamrequestedtoneverexpressnegativeemotionstocustomers 4.92 1.45 63 (Ed3)EmoDisplay3.Iamrequestedtoplacemyselfinthesituationofcustomers 4.20 1.65 77 (Ed4)EmoDisplay4.Iamrequestedtobesincereandauthenticwithcustomers’interact

beevaluatedsothatIcanhighlightmyj o b andplaydownothers.

4.77 1.60 82 (Ja6)JobAuto6.Iamallowedtochangemyjobobjectives 5.36 1.68 93

Deepacting:Cronbach’α=.93;CR=.93;AVE=.77

(Da1)DeepAct1.Ijustwanttodomyjobwithoutbeingannoyed 4.88 1.69 85 (Da2)DeepAct2.ItrytorecognizetheemotionsthatIneedto showtoothers 4.85 1.77 90 (Da3)DeepAct3.ItrymybesttofeeltheemotionsthatIneed to showtocustomers 4.63 1.75 89 (Da4)DeepAct4.ItrytodevelopmyinternalfeelingsthatIneed toshowtomyclients 4.57 1.74 88

Surfaceacting:Cronbach’α=.93;CR=.93;AVE=.79

(Sa1)SurfaceAct1.Igiveanappropriateactiontodeal withcustomers 4.31 1.65 94 (Sa2)SurfaceAct2.IjustpretendtohavetheemotionsIneed todisplayformyjob 4.33 1.69 89 (Sa3)SurfaceAct3.Iexpressmyemotionstoclient thataredifferentfromwhatIfeelinside 4.19 1.66 93 (Sa4)SurfaceAct4.Ifakeagoodmoodwheninteractingwithcustomers 4.62 1.61 78

(Continued)