The effects of emotional labour on the outcomes of the job and the organization: Do the differences in age and the manager’s emotional intelligence have any impact in the hotel business?

Siriporn Khetjenkarn,Charoenchai Agmapisarn

doi:10.54055/ejtr.v25i.419

The effects of emotional labour on the outcomes of the job and the organization: Do the differences in age and the manager’s emotional intelligence have any impact in the hotel business?

Siriporn Khetjenkarn, Charoenchai Agmapisarn

Open Access

https://doi.org/10.54055/ejtr.v25i.419

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Abstract

In the high competition of the hospitality and service industry, hotels are in the process of intensely managing their employees’ behaviour and emotions, and this can have a detrimental impact on frontline employees’ work attitudes, job performance, and behaviour within the organization. In Thailand, there are still pressing questions regarding these issues. The objectives of this study were to examine the relationships among emotional labour, burnout, job satisfaction, turnover intention, and organizational commitment, and to compare the moderating roles of the employee’s age and manager emotional intelligence affecting emotional labour concerning the job satisfaction and burnout of hotel frontline employees in Thailand. A total of 509 subjects were investigated. With the structural equation modelling (SEM) and multiple group analysis technique used in this study, the positive and negative significant effects of emotional labour concerning job and organizational outcomes, and the moderating roles of age and manager emotional intelligence, were determined. The managerial implications from the results of the study can have beneficial outcomes for the hospitality and service industry, particularly regarding the human resource management process in terms of dealing and custom treat with employees’ emotional labour.

Highlights

In today’s increasing forceful rivalry in the hospitality and service industry, highly-competitive businesses are in the process of intensively managing their employees’ emotional behaviour (Hofmann and Stokburger-Sauer, 2017; Lee and Hwang, 2016)
The objectives of this study were to examine the relationships among emotional labour, burnout, job satisfaction, turnover intention, and organizational commitment, and to compare the moderating roles of the employee’s age and manager emotional intelligence affecting emotional labour concerning the job satisfaction and burnout of hotel frontline employees in Thailand
This study demonstrated that surface acting has a positive effect on burnout and a negative effect on job satisfaction

Summary

Introduction

In today’s increasing forceful rivalry in the hospitality and service industry, highly-competitive businesses are in the process of intensively managing their employees’ emotional behaviour (Hofmann and Stokburger-Sauer, 2017; Lee and Hwang, 2016). Burnout is linked to work stress as a psychological fatigue condition resulting in the accumulation of decreased physical energy (Shani and Pizam, 2009), lowered immunity, more work dissatisfaction and pessimism, frequent work absence, work ineffectiveness, and job dissatisfaction (Lu and Gursoy, 2016) These could lead to unwanted outcomes, such as lower organizational commitment and increased absenteeism and turnover intentions (Deery, 2008; Low et al, 2001), which are among the distinctive structures (Carbery et al, 2003; Payne and Huffman, 2005)of an organization. Employees with higher commitment will produce more highly-effective performances and exhibit lower levels of turnover intention (Karatepe, 2014) This will in turn help create business competitiveness as well as service quality, which are the heart of a business. Enhancing the quality of life of employees and increasing their job satisfaction could help to reduce their stress at work and represent good corporate governance (Davis and Newstrom, 2014)

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