Hotel service providers’ emotional labor: The antecedents and effects on burnout

Kim, Hyun Jeong

doi:10.1016/j.ijhm.2007.07.019

Cited by 318 publications

(306 citation statements)

References 41 publications

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“…For instance, employees working in the hospitality industry are particularly vulnerable to the demand of emotional labour since the interaction with the guests is a crucial element of the service encounter which can affect the perceived service quality (Pizam, 2004). As suggested by Kim (2008), organisations operating in the hotel industry expect their service employees to display both cheerful and friendly emotions when interacting face-to-face or voice-tovoice with guests. This is in line with the proposed three criteria of emotional labour by Hochschild (1983), namely (a) face-toface or voice-to-voice interaction with customers are part of the job, (b) emotions are displayed to produce an emotional state in another person, and (c) there is a certain control that the employer has over the emotions that an employee displays (Hochschild, 1983).…”

Section: Emotional Labour -A Phenomenon In the Service Industrymentioning

confidence: 99%

Understanding how millennial hospitality employees deal with emotional labour

Visser

2018

Research in Hospitality Management

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Section: Emotional Labour -A Phenomenon In the Service Industrymentioning

confidence: 99%

Understanding how millennial hospitality employees deal with emotional labour

Visser

2018

Research in Hospitality Management

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“…Loading emotional labor problems that employees encounter a queue. Kim (2008) suggests that emotional labor strategy as a mediator in limited situations is a priority. He says that the hotel staff is personal and high levels of burnout (Such as exhaustion and cynicism), the most likely dealing with the work surface is satisfied guests.…”

Section: Customer Relationship Emotional Bakarmentioning

confidence: 99%

The effect of internal marketing on customer-oriented with an emphasis on the mediating role of organizational silence and emotional labor (Case Study: Hamadan Youth and Sports Department)

2016

Scinzer J. Account. Manag.

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When organizations are looking for ways to improve the delivery of services to their clients consultants are trying to give customers more features and their needs to be resolved. But intelligent and forward-thinking organizations to take any action in connection with its employees' behavior and their revision In the first step, and keep them satisfied. Studies show that customer satisfaction is achieved employee satisfaction. Research proves that happy employees are more committed to the organization and customers. Employees who are satisfied with their jobs are likely to bring organizations together successfully. Philosophy and treaty relationship between customers and employees (internal customers) organization, reflected in domestic marketing. Therefore they achieve success, more serious efforts to spend the day and try to improve the level of customer service quality In this study, the relationship between internal marketing and customer orientation in Hamedan looked Youth and Sports Department. Also in this respect the role of organizational silence and emotional variables are tested. In line with standard questionnaire was used to collect information and library resources. The population of this research are employees of Hamedan city Youth and Sports Department. The study purpose of gathering data is descriptive-survey. To analyze the data from methods such as questionnaires, Cronbach's alpha test, Kolmogorov-Smirnov test, pearson correlation analysis confirmatory factor analysis and structural equation model fit for the four-step method Baron and Kenny mediation analysis to investigate the relationship between mediation and lisrel SPSS21 software was used. Finally, it was confirmed fit the original study and the results showed that between internal marketing and customer orientation, with the mediating role of organizational silence and feel there is a significant positive relationship. Keywords: internal marketing, customer focus, organizational silence, emotional labor IntroductionThe era in which we live and organization features. Each pillar has been the organization that it is necessary for the organization. These pillars include structure, technology, goals, capital and manpower requirements. Although each of these factors are important in shaping the organization Undoubtedly, the most important element of any organization is its human resource forms, most scholars consider the constant element of human management. Therefore the company should have paid special attention to this element. As customers are internal to the organization's staff attention to domestic customers, as domestic marketing today is marketing literature. As a marketing organization of its staff in the performance of the organization appears positive and beneficial results, organizations that pay more attention to its employees that more customers are usually employees, for this purpose, the key role of internal marketing on the behavior and attitude of the personnel is examined in this study.

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“…Moreover, some research shows the role of service orientation in strengthening competitive advantages (Dienhart, Gregoire, Downey, & Knight, 1992;Schneider & Bowen, 1985;Kim, Leonga, & Lee, 2005;Kim, 2008). The authors considered that employees should have the competence to be cooperative and thoughtful in providing hotel services at a personal level, and most importantly, to have individual access to each guest in the hotel, so they can provide quality service.…”

Section: Service Orientation Of Employeesmentioning

confidence: 99%

Why should gender differences in hospitality really matter? A study of personnel’s service orientation and job satisfaction in hotels

Petrović

Jovanović

Marković

et al. 2014

Economic Research-Ekonomska Istraživanja

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In this article we examine the gender differences among hotel employees in service orientation and job satisfaction. To determine these differences, we used a service orientation scale (SOS), developed by Dienhart, Gregoire, Downey and Knight and a job satisfaction scale developed by Lytle. Our assumptions were that there would be significant gender differences in service orientation and job satisfaction. Our research proved factor structures of the two scales we used. Specifically, we showed gender differences in two of three factors, concerning service orientation (organisational support and customer focus), and no gender differences in job satisfaction. Our study revealed that organisational support is more important to men because they value more structured labour and service procedures than women (t = 2.21, df = 110, p = 0.03). In contrast, customer focus is more relevant to a women because it is more crucial to see satisfied guests, as well as having a good relationship with them (t = 2.07, df = 110, p = 0.04). It is of great importance for hotel management to have in mind that male and female employees respond and behave differently depending on the stimuli in the work environment and their satisfaction varies because of it.

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Hotel service providers’ emotional labor: The antecedents and effects on burnout

Cited by 318 publications

References 41 publications

Understanding how millennial hospitality employees deal with emotional labour

Understanding how millennial hospitality employees deal with emotional labour

The effect of internal marketing on customer-oriented with an emphasis on the mediating role of organizational silence and emotional labor (Case Study: Hamadan Youth and Sports Department)

Why should gender differences in hospitality really matter? A study of personnel’s service orientation and job satisfaction in hotels

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