Abstract
Organizational display rules (e.g., “service with a smile”) have had mixed relationships with employee emotional labor—either in the form of “bad faith” surface acting (suppressing or faking expressions) or “good faith” deep acting (modifying inner feelings). We draw on the motivational perspective of emotional labor to argue that individual differences in customer orientation will directly and indirectly relate to these acting strategies in response to display rules. With a survey of more than 500 working adults in customer contact positions, and controlling for affective disposition, we find that customer orientation directly increases “good faith” acting while it moderates the relationship of display rules with “bad faith” acting.
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