Emotional Labor in Commercial Hospitality: Motivations and Behavioural Characteristics

Emotional Labor in Commercial Hospitality: Motivations and Behavioural Characteristics

H.M. Hanshika Madushani Herath (Faculty of Management, Uva Wellassa University, Badulla, Sri Lanka) and Sarath Munasinghe (Department of Tourism Management, Faculty of Management Studies, Sabaragamuwa University of Sri Lanka, Balangoda, Sri Lanka)
DOI: 10.4018/IJABIM.2015100104
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In the face of rapid increase of tourist arrivals, Sri Lankan Tourism is expecting a huge development in accommodation sector. This is quite obvious when one observes the fact that the current room capacity of the country is around 20,000 and Sri Lankan Tourism expects to increase it up to 40,000 in two years to cater for 2.5 million expected tourists in 2016. However, this development should not be limited to the physical facility development, a greater attention should be paid to the aspect of human resource development. Further, it is argued that emotional labor in commercial domain of hospitality is worthy paying attention to. Accordingly, this paper presents the motivations, predictors, behavioral characteristics and positive and negative organizational outcomes of emotional labor in the context of resort hotels in Sri Lanka. Important findings were concluded in relation to customer contact employees in hotels and their motivations and behavioral characteristics.
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Hochschild (1983) has been suggested the concept of emotional labor in her book “The Management of Heart”. According to Hoschschild (1990) ‘regulating someone’s emotions to comply with social norms’ named as emotional labor. Furthermore, Erdogan (2007) states that emotions are composed of individuals’ positive or negative responses to their social interactions. Martin (1999) notices that emotions are affected by situational, interpersonal and social circumstances. According to Ashforth and Humphrey (1993) emotional labor is sense of demonstrating behavior.

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