Abstract
Purpose– Service firms increasingly hire employees that work two or more jobs. Drawing on conservation of resources (COR) theory and the notion that employees have finite emotional resources, the purpose of this paper is to examine the consequences of emotional labour among employees who simultaneously work in two service jobs. The authors posit that emotional labour requirements from the primary job (PJ) and secondary job (SJ) interact to emotionally exhaust employees through a process of resource depletion. Specifically, building on extant work, this research tests a theoretical mediation model of surface acting predicting organizational commitment through emotional exhaustion.Design/methodology/approach– Employing a predictive survey approach, 171 frontline-service employees with two jobs from a variety of service industries are surveyed in two waves. The hypothesized model is tested using a bootstrap procedure for testing indirect effects. In addition, the authors investigate first- and second-stage moderation.Findings– Results confirm full mediation of the relationship between surface acting and organizational commitment by emotional exhaustion, confirming that the effect of surface acting on organizational commitment is indirect through emotional exhaustion. In addition, results reveal that surface acting in the SJ moderates the link between surface acting in the PJ and emotional exhaustion, and that employees low on organizational identification congruence display lower levels of organizational commitment with the PJ.Research limitations/implications– This study contributes to the literature that relates emotional labour to organizational commitment by investigating contingent factors. The key contribution thus pertains to identifying contingent factors based in COR theory and social identity theory that influence the triadic relation between surface acting, emotional exhaustion, and organizational commitment.Practical implications– Results reveal that surface acting in a second job not just simply adds to the level of employee emotional exhaustion. Instead levels of surface acting in a first and second job interact with each other to affect emotional exhaustion. This finding suggests service managers must take into account if and how employees are enforced to perform surface acting in the other job to prevent high exhaustion.Originality/value– This study is the first to investigate emotional labour among dual job holders, a growing segment of the service workforce that poses unique challenges to organizations.
Published Version
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