View of EMOTIONAL LABOUR- A CONCEPTUAL RECAPITULATION

(1)

Vol.04,Special Issue 05, (ICIR-2019) September 2019, Available Online: www.ajeee.co.in/index.php/AJEEE

1

EMOTIONAL LABOUR- A CONCEPTUAL RECAPITULATION Pooja Agrawal, (Research Scholar)

Dr.Vivek Sharma, (IMS, DAVV Indore) Dr. Gunjan Anand, (PIMR, Indore)

Abstract - The concept Emotional Labour is gaining importance in service industry all over the world. Since one of the biggest asset of service industry is emotions of its employees and hence emotional labour has became an integral part of their jobs. Emotional Labour can be defined as the regulation of originally felt emotions to fulfil job specific emotional requirement. The paper aims at understanding the concept of emotional labour along with its difference with various identical concepts. The paper focuses on identifying the underlying difference among emotional labour, emotional intelligence, emotional dissonance, emotional exhaustion along with their relationship with job satisfaction, organisation commitment and perceived organisational support, the result of which indicated that perceived organisation support and emotional intelligence helps an employee to choose emotional labour strategy and the selection of appropriate strategy helps in reducing emotional exhaustion and emotional dissonance which further enhance job satisfaction and organisation commitment of the employees.

Keywords: Emotional Labour, Emotional Intelligence, Emotional Dissonance, Emotional Exhaustion.

1 INTRODUCTION

In the previous 20^th century, the service industry has gained a great importance in all the economies of the world and in the recent decades, service industry has swiftly outperformed the manufacturing industry in terms of GDP (See Fig. 1)share not only in India but in the world as well. There are several reasons for the success of the service industry.

Fig. 1

In the service industry unlike the manufacturing one, there is lesser role of tangible products. It involves the intangible offerings, it involves human intervention, human interface and resultantly involves human resources.

A service industry has its most important resources in the form of human task force and not machines. A service industry will have its major fund allocation in the human resources only. Therefore, the success of any service industry depends on quality of service provided by its human resources to the ultimate end consumer.

It is basically a study of human behaviour and as we know the human body is the grandest machinery. No scientists have been able to perfectly analyse humans biologically and no psychiatrists/researchers have been able to predict the human behaviour perfectly.

Yet we are improving ourselves every now and then to ultimately study us i.e. humans. Yet we have been improving ourselves in the constant quest of analysing and studying us i.e.

humans.

(2)

2

In this constant pursuit, various studies have identified many variables that help employees to give their best at workplace. Among these variables a phenomenon has received significance recently.It is the factor which directs or drives an employee to perform his job role in the service industry; this phenomenon is named as Emotional Labour.

“Emotional Labour refers to the management of inner feelings and outer emotions so as to fulfil the emotional requirement of a job”

Since the employees of service industry are involved in direct interaction with their customers, it becomes essential to pay attention to the bodily, facial and vocal language.

They always have to show positive emotions in front of customers no matter what they are originally feeling. So, to perform the duties, employees have to suppress their originally felt emotions and have to make efforts to show the emotions required at and appropriate for the workplace. This effort to alter the real emotion into the required emotion at workplace is known as Emotional Labour. It is our firm view that those employees who can master this emotional labour is fit for any challenging role in the service industry.

2 CONCEPTUALIZATION OF EMOTIONAL LABOUR

Emotions are feelings that people experience, interpret, reflect on, express, and manage (Thoits, 1989; Mills and Kleinman, 1988). They are developed while interacting with other individual in any social situation and are affected by social, cultural, interpersonal, and situational conditions (Martin, 1999). In several situations in one’s life, one finds itself suppressing his/her emotions and making changes in them to suit as per the demand of the situation. For example: welcoming an unwanted guest, facing an angry boss, waiting in a queue etc.Though many of the psychologists have done great researches in the field of emotions at workplace, popular among them being emotional intelligence and emotional maturity, one sociologist have also done a significant job and she is Arlie Hochshild.

In 1983, Arlie Russel Hochschild published a seminal and groundbreaking book:

The Managed Heart: Commercialization of Human Feelings (1983). In this book she proposed that the growth of the service sector and the increased attention to interpersonal job demands gave birth to a new type of occupation called “Emotional Labour”. The term

‘Labour’ was used to differentiate emotional labour (managing feeling and expressions in exchange for a wage) from emotion management that could be performed for personal use and in private context.

The researchers have further investigated the three ways in which the workers regulate their emotions- Deep Acting, Surface Acting and Genuine Acting. (Hochschild, 1983;

Ashforth& Humphrey, 1993)

 Deep acting is an attempt being shown by employees through which they feel and think the desired emotions in particular workplace and context (Kim & Han, 2009).

(Karim & Weisz, 2011), stated that in deep actions, emotion is a process of feelings to have an appropriate facial expressions.

 Surface acting is category of emotional labour in which verbal, intentional, and non verbal emotions are discussed ( Kim& Han, 2009). In addition, (Karim & Weisz, 2011) explored that surface acting is keeping the considered emotions unchanged while changing the expressed behavior.

 Genuine emotion is the sub category of emotional labour in which employees show clear and genuine emotions towards workforce while performing tasks. (Sharpe, 2005), explored acting forecast stress but it create more when workers follow emotions that are not genuine.

 Co-worker support has also been identified as a strategy to perform emotional labour. Studies revealed that whenever employees receive support from their fellow employee at workplace, it becomes easy for that employee to perform emotional labour

Different views have been provided by different authors to emotional labour as Hochschild saw Emotional Labour as Occupational requirement, which involves identifying emotional labour jobs which required regulation of one’s feeling and expression (display rules) in exchange for wages. It showed emotional labour functional for organizations but dysfunctional for employees.

Further, Rafaeli& Sutton, 1987 in their work saw emotional labour as Emotional Displays, which involves active and effortless expression of job specified emotions, which

(3)

3

can be congruent or incongruent with feelings and can be authentic or inauthentic. It shows Emotional labour as an important function for the organization if it is not highly effortful on the part of the employee.As, when an employee finds congruence between his originally felt feelings and work place required emotions, it becomes easier for him to give his cent percent on the work, since there is no need for further efforts to regulate his emotions, and hence organisational functions can be performed more efficiently.

More recently, Morris & Feldman, 1997 and Grandey, 2000 viewed Emotional Labour as Intrapsychic Process, which involves effortfully managing one’s feeling and expressions while interacting with others. It shows emotional Labour as functional in case of deep acting and dysfunctional in case of surface acting.

2.1 Managed Heart; Commercialization of Human Feeling

Arlie Hoschild, in her book; Managed Heart-Commercialization of Human Feelings, has defined a feeling or emotion as “a sense, like the sense of hearing and seeing, in a general way, we experience it when bodily sensations are joined with what we see or imagine”. She has observed closely the work of flight attendants & has stated that “in course of doing physical and mental work, the flight attendants are also doing something more, something she defined as Emotional Labour”.

She then defined the term Emotional Labour as-

“Management of feelings to create a publicly observable facial and bodily display; emotional labour is sold for a wage and therefore has a exchange value”

She exemplified it by saying “the workers she talked to often spoke of their smiles as being on them but not of them”.

The author has mentioned different views of different authors on Emotions. Some has called Emotions as sealed biological event, some as biological response syndrome and some others as an orgasmic conception. The integrationist theorists assumed that the culture has much influence on & affect the way we feel an emotion. Arlie Godchild explains Emotions as same as the integrationist theorist does with a further elaboration that emotion is a bodily orientation to an imaginary act.

Hoshchild stated that we all do a certain amount of acting, but we may act in two ways. In the first we may try to simply change how we outwardly appear- Surface Acting.

The other way is Deep Acting-the display here is a natural result of working on feelings.

Both of these approaches involve different regulatory processes but the objective of both is to show positive emotion, which are presumed to impact the feelings of customers and bottom line outcomes.

There are certain socially shared norms that influence the desire of a person to feel in a particular way in a social situation, these norms are (as defined by Arlie Hoschild) called as Feeling Rules. The author says, feelings are based on a person’s feelings rules;

interpersonal exchange and emotional work, which together constitute Emotional System of a person. So whenever this social exchange takes place a person’s emotional system starts to work, which supports the exchange process and makes it more impactful.

Further, the author stated that when the rules about how to feel and how to express the feelings are set by management, employees have less control over their emotional displays than employer, it is the situation where the management of feeling has been moved from private to commercial use. This commercial use of feelings then further calls for some parties to regulate the emotional work, which involve parties that demand the action (emotional work), parties that supply the action (employees), parties that can supervise this demand supply relationship and ensures the transmutation between the exchange.

Earlier what used to be a private emotion management is now sold as labour and has become standardised and unavoidable. In order to manage emotions as set by management, the employees may adopt different strategies but the selection of appropriate strategy is of prime importance here, as the wrong selection may result in burnouts or employee dissatisfaction which is not in the favour of organisation’s growth. Many a times wrong selection of strategy results in creation of ‘false self’ i.e. the focus is more on pleasing others at the expense of our own needs and desires. This insinuation of the False into the True of the artificial confuses person about his actual feelings.

(4)

4 2.2 Emotional Labour and related concepts Emotional Labour and Emotional Intelligence

Emotional intelligence refers to the ability of assessing, understanding, monitoring and evaluating our own as well as other person’s emotions whereas emotional labour is the regulation of our own emotions so as to suit the emotional requirement of the work place.

Organisation’s objectives are more likely to be achieved if employers pay attention on the emotional intelligence levels of their employees (KalaiarasiV, M. Amaravathi& T. Soniya, 2014). A study on call centre employees revealed that a person with high emotional recognition experience higher job satisfaction (HulyaGunduzCekmecelioglu, AyseGunsel, TugceUlutas, 2012). Many other studies have also revealed the importance of emotional intelligence at workplace and therefore a link between emotional intelligence and emotional labour has been tried to establish.

Study conducted on resort frontliners in Malaysia by Ramchandran, Jordon, P.J.

Troth, A.C. and Lawrence (2011) suggested that Highly emotional intelligent person uses Emotional Labour process of Deep acting which provides positive outcomes required to enhance organisation citizenship behaviour, this hypothesis is further supported by another study by Martyn Newman, Kenneth H. Smith(2014) which says Emotional Intelligence assists the employees to perform Emotional Labour and to choose the technique of performing Emotional Labour. An emotionally intelligent person experience low levels of burnouts when confronted with emotional labour (Moïra Mikolajczak, Clémentine Menil, Olivier Luminet 2007)

Emotional intelligence is positively related to deep acting but negatively associated to surface acting. Further they suggested that Emotional consonance do not moderate the relationship between Emotional Intelligence and Emotional Labour but the relationship between Emotional labour processes (deep and surface acting) and personal accomplishments has been moderated by it’. As the person doesn’t not feel any discrepancy between felt and expected emotions so he is more likely to give his best performance to the job. Also, emotional consonance has a positive correlation with deep acting. This relationship between emotional Intelligence and surface acting was again supported by study done on physicians in Greece by Aristea Psilopanagioti, Fotios Anagnostopoulos, Efstratia Mourtou and Dimitris Niakas(2012).

As emotional labour require regulation of emotions which further require a person to understand his own as well as other’s emotional state, so an emotionally intelligent person can easily understand the emotional requirement of the work and would not find it difficult to alter his original feelings so as to meet the requirement.

Fig. 2

2.3 Emotional Labour, Emotional Dissonance and Emotional Exhaustion

Emotional Dissonance refers to the negative feeling that has been developed when an individual perceives an emotion as conflicting with his real identity, while Emotional Exhaustion refers to a state of emotional depletion which an individual feels as result of continuously being under emotional regulation process. There is a very thin line differentiating the difference among these three concepts. A study done on general practitioners (doctors) in Spain by David Martínez-Iñigo ,Peter Totterdell, Carlos M.

Positive Organisational

Outcomes

Deep Acting

Emotional Labour Emotional

Intellingence

(5)

5

Alcover &David Holman in 2007 suggested that emotional regulation (labour) is positively related to emotional exhaustion when performed using surface acting while it has a neutral relationship when performed using deep acting as a emotional labour strategy.

Further, study done on call centre employees in Australia by K. A. Lewig &M. F. Dollard in 2010, revealed that emotional labour plays a vital role in experiencing emotional exhaustion and that emotional dissonance mediated the effect of emotional labour (positive emotions) on emotional exhaustion.

A study done on the child care workers in Canada by Raymond T. Lee & Celeste M.

Brotheridge (2011) found that more experienced child care workers find it easy to change their emotions than less experienced workers. Further, they associated showing of positive emotions with faking process and deep acting while suppression of negative emotions with hiding of feelings. Impact of customer misbehaviour was identified by Hsin-Hui“Sunny” Hu, Hsin-Yi Hu & Brian King in 2017 which revealed that customer misbehaviour has direct and positive relationship with employees stress, emotional labour and emotional exhaustion of airline industry’s frontline employees. Moreover, role stress and emotional labour play importantrole in enhancing the impacts of customer misbehaviour and thereby influence employee emotional exhaustion.

Fig. 3

2.4 Emotional Labour and Perceived Organisational Support

A study conducted by Won Moo Hur& Tae Won Moon (2013) revealed that Perceived organisation support works as an antecedent of emotional labour strategies and has a positive effect on Deep Acting with no negative relationship with Surface Acting it further stated that perceived organisational support helps in moderating the relationship between emotional labour strategies (DA & SA) and employee emotional exhaustion. Still as compared to Deep Acting, Surface Acting often results in emotional exhaustion which further affects the organisational commitment of employees.

The role of perceived organisational support has again been highlighted by the work of Younneans Alistair (2013) in nursing occupation, they suggested that ‘Emotional Labour of nurses is Real and should be recognised and handled properly’ (Benner and Wrubel, 1989; Smith, 1992) and hence the trust boards of hospitals must acknowledge their emotional work/labour and adopt systematic strategies to support nurses in performing emotional labour.

Perceived organisational support had a vital role to play in enhancing employee job satisfaction and job performance. Earlier it has been found that surface acting has a negative while deep action has a positive effect on job satisfaction but this negative relationship between job satisfaction and surface acting can be moderated by perceived organisational support Won-Moo Hur, Su-Jin Han, Jeong-JuYoo, Tae Won Moon, (2015).

How much an organisation is concerned about its employees shapes the attitude of employees towards the organisation, hence an organisation must always be proactively concerned for its employee welfare and should always strive to provide the amenities and benefits which helps an employee in developing positive perception for the organisation.

2.5 Emotional Labour and Personality

It has been often felt that if the personal characteristics of an individual match the requirements of the jobs, it leads to employee satisfaction and improves his efficiency. For example, a cheerful and talkative person will easily adapt to the job which requires dealing with the customers as he may find it effortless to be friendly and excited when interacting

Emotiona l Exhausti

on

Emotion

al Dissona

nce Negativ

e Outcom

es Emotion

al

Labour

(6)

6

with the customers, which may not be the same case when it comes to the individual who prefers to work alone and does not like to interact much with people.

Personality is often defined as a combination of emotion and attitude. Some authors have also thrown light on the relationship between personality and emotions. It has been studied that people with different personalities experience different emotional states. Studies have also correlated the emotional intelligence with personality. A study by Bibinaz (2011) concluded that Emotional Intelligence can positively and negatively predicted by extraversion and neuroticism respectively. A study conducted by Brackett and Myer found that there is significant correlation between emotional quotient and personality (extraversion, conscientiousness, agreeableness). Fatimah Yusooff (2013) found that there is a relationship between emotional intelligence and personality traits of university lecturer.

Several psychologists from a variety of perspectives have also recognized that one’s personal characteristics can influence one’s decisions about which all situations to enter (Bandura, 1982; Mischel, 1977). That is, individuals tend to select situations that allow the expression of their characteristic personality traits and values, and thus systematically create social environments consonant with their dispositions (Ickes, Snyder, & Garcia, 1997).

Theory on person-job fit further strengthens the above argument and therefore suggests that when individuals’ traits are in sync with the job requirements, job satisfaction increases. In contrast, when there is a lack of synchronisation between individuals’ traits and job requirements, job satisfaction drops and stress increases (Dawis & Lofquist, 1984).

Based on person-job fit theory, if one’s personality or characteristics can fit job requirements of particular emotional displays, then it is assumed that an individual will experience more “emotional harmony” than “emotional dissonance” (the gap between one’s felt emotions and expressed emotions). Taking individual characteristics into account as the antecedents of emotional labour can help understand how individuals perform emotional labour and its associated consequences.

2.6 Emotional Labour and Job satisfaction

Studies have indicated that there is strong association between job satisfaction and organisation commitment. Very strong and positive relationship has been identified between organisation commitment, job performance, adaptability and job satisfaction (Hunt, Chonko& Wood, 1985). Attention should be made to increase job satisfaction as the more favourable attitude of the employee the greater are the chances of employee’s acceptance of the goals (Gbadamosi, 2003).

Job satisfaction has been found as both an antecedent and a consequence of emotional labour (Pugliesi, 1999; Sushanta k Mishra, 2006). As a consequence, Parkinson (1991) found that when genuine feelings and emotions of an employee are masked it leads to reduction in job satisfaction; and Abraham (1998) stated that higher the emotional dissonance lower the job satisfaction.

As an antecedent job satisfaction has been found to minimize the negative effect of emotional labour strategies on customer satisfaction and boosting the service quality in service industry. A highly satisfied employee, with his job, chooses appropriate strategy of emotional labour and performs his tasks more enthusiastically. Hence, under this assumption surface acting do not has any negative impact on customer satisfaction but deep acting has a direct and positive impact on it. Therefore it can be said that job satisfaction positively mediated the relationship between employee emotional labour strategies and customer satisfaction (Won-Moo Hur, Tae-Won Moon, Yeon Sung Jung, 2015)

Another study was done to identify demographic variable effect on emotional labour by Gianfranco Walsh & Boris Bartikowski in 2013 results of which indicated that Deep acting positively affects job satisfaction of male employees but it has no relation with job satisfaction in female employees. This deep acting and job satisfaction link is also stronger for younger workers than older ones. Surface acting and job satisfaction link is again positive for male workers than their female counterparts. They also found that the relationship between turnover intensions and employee emotional labour has been mediated by employee job satisfaction.

(7)

7 3 CONCLUSIONS

Service industry is one of the industries that require emotional labour, as its employees are in close interaction with their customers and therefore they have to pay attention to their emotional displays. This emotional requirement in service industry has given birth to a new concept called Emotional Labour. The paper consists of various studies in the light of which the concept has been explained and its association with various identical concepts has been established.

Deeper insight has been thrown on the distinction between related concepts of emotion labour like emotional intelligence, emotional dissonance and emotional exhaustion.

The studies done in past revealed that there is a thin line differentiating among all these concepts. After studying the past works it can be concluded that a person having high emotional intelligence finds it easy to choose the emotional labour strategy (deep acting) that helps in providing organisational and personal outcomes. The relationship between emotional labour and emotional exhaustion and dissonance can be established by stating that high usage of inappropriate strategy of emotional labour can result into Emotional dissonance within an employee, which affects the job satisfaction of the employee and this emotional dissonance in the long run can result into emotional exhaustion, which can affect the stress level of the employee.

The study focuses on the relationship between emotional labour and individual personality. It suggests that if the personal characteristics (attitude, behaviour etc) of an individual fit the requirement of the jobs related to emotional displays, then the individual can experience more emotional harmony than dissonance.

The study also tries to investigate the relationship emotional labour and job satisfaction and perceived organisational support. The results reveal that whenever an employee performs emotional labour and is constantly supported by the organisation, (in the form of some rewards, favourable policies and work environment) the job satisfaction of the employee increases and emotional exhaustion decreases. Job satisfaction on the other hand has been identified both as antecedent and a consequence of emotional labour. As an antecedent it helps an employee to choose appropriate emotional labour strategy and hence enhance service quality but a consequence, when the real emotions of an employee are masked it leads to reduction in job satisfaction.

The study provides a wholesome view on the concept of emotional labour and its related concepts in the organisational context and how the organisational positive outcomes are associated with it. The study still has a scope for further research as it did not pay attention on the job specific requirement of emotional labour and its association with the mentioned concepts in that specific job.

REFERENCES

1. Abraham, R. (1998), ‘Emotional dissonance in organizations: A conceptualization of 2. consequences, mediators and moderators’, Leadership and Organizational

3. Development Journal, 19(3), pp137-146.

4. Akhter sehrish (2016), ‘The Impact of Emotional Labor on Employee Performance With Moderating Role of Supervisory Support.Department of Management & Social Sciences. Capital University of Science and Technilogy, Islamabad

5. AristeaPsilopanagioti, FotiosAnagnostopoulos, EfstratiaMourtou, Dimitris Niakas (2012), ‘Emotional intelligence, emotional labor, and job satisfaction among physicians in Greece’

6. BMC Health Serv Res; 12: 463, doi: 10.1186/1472-6963-12-463

7. Ashforth, B. E., & Humphrey, R. H. (1993). ‘Emotional labor in service roles: The influence of identity’, Academy of management review, 18(1), pp88-115.

8. Bantam Books. Goleman, D. (1998), ‘Working With Emotional Intelligence’, New York: Bantam Books.

9. Benner, P. and Wrubel, J. (1989), ‘The Primacy of Caring: Stress and Coping in Health and Illness’, Addison-Wesley, Reading, MA.

10. David Martínez-Iñigo ,Peter Totterdell,Carlos M. Alcover &David Holman (2007), ‘Emotional labour and emotional exhaustion: Interpersonal and intrapersonal mechanisms’, An International Journal of Work, Health & Organisations, Vol 21, Issue 1,pp 30-47

11. Gianfranco Walsh, Boris Bartikowski, (2013) ‘Employee emotional labour and quitting intentions:

moderating effects of gender and age’, European Journal of Marketing, Vol. 47 Issue: 8, pp.1213-1237 12. Goleman, D. (1995), ‘Emotional Intelligence: Why It Can Matter More Than IQ’, New York

13. Grandey, Alicia A. (2000), Journal of Occupational Health Psychology. 5 (1): 59–

100. PMID 10658889. doi:10.1037/1076-8998.5.1.95

14. Grandey, A. A. (2003), ‘When the show must go on: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery’, Academy of management Journal, 46(1), pp86-96.

15. Hochschild, A.R. (1983), ‘The managed heart: The commercialization of feeling’, University of California Press.

(8)

8

16. Hsin-Hui Sunny Hu, Hsin-Yi Hu, Brian King (2017), ‘Impacts of misbehaving air passengers on frontline employees: role stress and emotional labor’, International Journal of Contemporary Hospitality Management, Vol. 29 Issue: 7, pp.1793-1813

17. https://www.mindtools.com/pages/article/newTMM_44.htm

18. http://study.com/academy/lesson/emotional-labor-and-dissonance-in-the-workplace-definition-effect- on-employees.html

19. http://statisticstimes.com/economy/sectorwise-gdp-contribution-of-india.php 20. https://en.wikipedia.org/wiki/Big_Five_personality_traits

21. https://en.wikipedia.org/wiki/Emotional_labor

22. HulyaGunduzCekmecelioglu, AyseGunsel, TugceUlutas (2012), ‘Effects of Emotional Intelligence on Job Satisfaction: An Empirical Study on Call Center Employees’, Procedia - Social and Behavioral Sciences, Vol 58, pp363-369

23. Hyuneung Lee (2010), ‘The Relationship between Emotional Intelligence and Emotional Labor and Its Effect on Job Burnout in Korean Organizations’, The Faculty Of The Graduate School Of The University Of Minnesota

24. K. A. Lewig &M. F. Dollard (2010), ‘Emotional dissonance, emotional exhaustion and job satisfaction in call centre worker’ European Journal of Work and Organizational Psychology, Vol 12, Issue 4 , pp366-392 25. Kalaiarasi V. M. Amaravathi& T. Soniya,(2014) ‘Emotional Intelligence and Organisational Performance’,

Journal of Exclusive Management Science, Vol.3Issue 12, ISSN 2277-5684

26. Karen Pugliesi, (1999), ‘The Consequences of Emotional Labor: Effects on Work Stress, Job Satisfaction, and Well-Being’, Kluwer Academic Publishers-Plenum Publishers Print ISSN0146-7239 Online ISSN1573-6644

27. Kay Hei-Lin Chu (2002), ‘The Effects of Emotional Labor on Employee Work Outcomes’, Blacksburg, Virginia

28. Mayer, J. D. and P. Salovey, (1997), ‘What is Emotional Inteligence? In: Emotional Development and Emotional Intelligence’ Salovey, P. and D. J. Sluyter (Eds.). New York: Basic Books.

29. Martyn Newman and Kenneth H. Smith (2014) ‘Emotional Intelligence and Emotional Labour:AComparison Study Using the Emotional Capital Report (ECR)’, James Nicholas Publishers Vol.

32, No. 1, 2014 pp. 41-62

30. MoïraMikolajczak, ClémentineMenil, Olivier Luminet (2007), ‘Explaining the protective effect of trait emotional intelligence regarding occupational stress: Exploration of emotional labour processes’, Journal of Research in Personality, Vol 41, Issue 5, pp1107-1117

31. Morris, J. A., & Feldman, D. C. (1996), ‘The impact of emotional dissonance on psychological well-being:

The importance of role internalisation as a mediating variable’, Management Research News, 19(8), pp19- 28.

32. Ramachandran, Y., Jordan, P.J., Troth, A.C. and Lawrence, S.A. (2011), ‘Emotional Intelligence, Emotional Labour and Organisational Citizenship Behaviour in service environments’, Int. J. Work Organisation and Emotion.

33. Raymond T. Lee, Céleste M. Brotheridge, (2011), ‘Words from the heart speak to the heart: A study of deep acting, faking, and hiding among child care workers’, Career Development International, Vol. 16 Issue: 4, pp.401-420

34. Russell Hochschild, Arlie (1983), ‘The managed heart: commercialization of human feeling’, Berkeley:

University of California Press. ISBN 978-0-520-05454-7.

35. Smith, P. (1992), ‘The Emotional Labour of Nursing’, Macmillan Education, Basingstoke.

36. Sushanta Mishra, (2007), ‘What Emotional Labour is- A Review of Literature’ IIM Ahmadabad.

37. Taegoo (Terry) Kim, Joanne Jung‐EunYoo, Gyehee Lee, Joungman Kim, (2012) ‘Emotional intelligence and emotional labor acting strategies among frontline hotel employees’, International Journal of Contemporary Hospitality Management, Vol. 24 Issue: 7, pp.1029-1046

38. Toegel, G.; Barsoux, J. L. (2012). ‘How to become a better leader’MIT Sloan Management Review. 53 (3):

pp51–60.

39. Won Moo Hur, Tae Won Moon & Jae Kyun Jun (2013), ‘Role of Perceived Organisational Support on Emotional Labour in Airline Industry’, International Journal of Contemporary Hospitality Management.

Vol. 25 Issue: 1, Pp105-123.

40. Won-Moo Hur, Su-Jin Han, Jeong-JuYoo, Tae Won Moon, (2015), ‘The moderating role of perceived organizational support on the relationship between emotional labor and job-related outcomes’, Management Decision, Vol. 53 Issue: 3, pp.605-624

41. Won-Moo Hur, Tae-Won Moon, Yeon Sung Jung, (2015), ‘Customer response to employee emotional labor:

the structural relationship between emotional labor, job satisfaction, and customer satisfaction’, Journal of Services Marketing, Vol. 29 Issue:1, pp.71-80

42. Yvonne Sawbridge, Alistair Hewison, (2013), ‘Thinking about the emotional labour of nursing – supporting nurses to care’, Journal of Health Organization and Management, Vol. 27 Issue: 1, pp.127-133