Sakhile Sibanda

 JULIUS NYERERE SCHOOL OF SOCIAL SCIENCES DEPARTMENT OF HUMAN RESOURCES MANAGEMENT An evaluation on the impact of emotional labour on work outcomes. A case of Meikles Hotel Harare A research Project Done by SAKHILE SIBANDA (M186831) SUPERVISOR : MRS MABIKA A RESEARCH SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE BACHELOR OF SCIENCE HONOURS DEGREE IN HUMAN RESOURCE MANAGEMENT OCTOBER 2022 DECLARATION I Sakhile Sibanda hereby declare that this dissertation is my own independent work which has not been submitted before for any degree or assessment at some other University. It is being submitted to the Great Zimbabwe University, in partial fulfilment of the necessities for the BSC (Honours) degree in Human Resources Management. All figures, tables, and boards, except if explicitly recognized as being sourced from different people, are mine. Signature: …………………… Date: …………………. RELEASE FORM NAME OF AUTHOR: SAKHILE SIBANDA (M186831) TITLE OF THE DISSERTATION: An evaluation on the impact of emotional labour on work outcomes. A case of Meikles Hotel Harare Degree to which dissertation was presented: Bachelor of Science Honours Degree in Human Resource Management. Permission is hereby granted to the Great Zimbabwe University Library to reproduce single copies of this dissertation and to lend or to sell such copies for private scholarly or scientific research only. The authors do not reserve other publication rights and the dissertation or may extensively extracts from it be printed or otherwise reproduced without the author‘s permission. APPROVAL FORM The undersigned certify that they have read and recommend to the Great Zimbabwe University for acceptance, research project titled: An evaluation on the impact of emotional labour on work outcomes. A case of Meikles Hotel Harare submitted in partial fulfilment of the requirements of a Bachelor of Science Honours degree in Human Resources Management. ……………………………………………. SUPERVISOR ………………………………………………. PROGRAMME /SUBJECT COORDINATOR …………………………………………………. DATE DEDICATIONS To my Family and friends. Thank you for your unconditional love and support. Your prayers kept me going, you are a blessing in my life. To my supervisor Mrs Mabika, thank you for your unwavering support. God bless you all ACKNOWLEDGEMENTS I appreciate the advice and the experience offered by my family and friends. I gratefully acknowledge the assistance given by my Supervisor Mrs Mabika A special thanks to Meikles Hotel and employees, colleagues, my friends who always listened tolerantly to discussions, critically commented, and offered value advice. Above all, I thank God for giving me life with purpose. ABSTRACT This study sought to investigate an evaluation an evaluation on the impact of emotional labour on work outcomes a case of Meikles Hotel Harare This study was guided by the Likert’s Four Model of management systems, Argyris’s Theory of Organizational Behaviour (1964) and Democratic Participatory Theory. In this study the researcher adopted a quantitative research approach, and the case study was used as a research design. Stratified random sampling was used to select 87 respondents. In this study the researcher used stratified random sampling to the participants at Meikles Hotel. Data was collected using closed ended questionnaires and graphs, tables and pie charts were used to present quantitative data. In addition, this study found that both deep acting and surface acting lead to positive work outcomes, but genuine acting leads to negative work outcomes. Further, deep acting plays an important role in determining employees’ work outcomes. Based on these significant research findings, detailed theoretical and practical implications were discussed. The study investigates the impact of individual characteristics on the way emotional labor is performed; it investigates the relationships among the different ways of enacting emotional labor and their consequences and addresses the question of whether organizational characteristics and job characteristics have buffering effects on the perceived consequences of emotional labor, which are emotional exhaustion and job satisfaction. In sum, this study found that both deep acting and surface acting lead to positive work outcomes, but genuine acting leads to negative work outcomes. Further, deep acting plays an important role in determining employees’ work outcomes. Based on these significant research findings, detailed theoretical and practical implications were discussed. Table of Contents DECLARATION2 RELEASE FORM3 APPROVAL FORM4 DEDICATIONS5 ACKNOWLEDGEMENTS6 ABSTRACT7 CHAPTER ONE11 INTRODUCTION11 Introduction11 1.1 Background of study11 1.2 Statement of Problem14 1.3 Purpose of Study15 1.4 Research Objectives15 1.5 Research Questions15 1.6 Significance of the Study15 1.7 Assumptions of the study16 1.8 Definition of key terms16 1.9 Abbreviations17 1.10 Research Methodology17 1.11 Chapter Summary17 CHAPTER TWO:18 LITERATURE REVIEW18 2.1 Introduction18 2.2 Conceptual framework18 2.2.1 Emotional Labor Framework19 2.2.2 Interactionist Framework20 2.2.3 Dimensions of Emotional labour21 2.3. Literature addressing objectives22 2.5 Chapter Summary26 CHAPTER 3:27 RESEARCH METHODOLOGY27 3.1 Introduction27 3.2 Research Philosophy27 3.3 Research Approach28 3.4 Research Design28 3.5 Population29 3.6 Sample29 3.6.1 Sampling size29 3.7 Sampling Procedure30 3.7.1 Stratified Random Sampling30 3.8 Data Collection Procedure30 3.9 Data Collection Instruments31 3.9.1 Closed Ended structured Questionnaires31 3.10 Data Presentation32 3.11 Data Analysis32 3.12 Anonymity, confidentiality, and privacy32 3.13 Chapter Summary33 CHAPTER FOUR34 DATA PRESENTATIONS34 4.1 Introduction34 4.2 Response rate34 4.3 SECTION A Demographical data35 4.3.1 Gender response rate35 4.3.2 Age of respondents36 4.4.3 Experience of the participants37 4.3.4 Educational qualification of the respondents38 4.4.1 Service Providers Interaction with Customers39 4.4.2 Ability to experience the emotions of others40 4.4.3 Support from Co-workers and Supervisors41 4.4.4 Experiences with Different emotions42 4.4.5 Stress and Job Satisfaction43 4.5 Chapter Summary44 CHAPTER FIVE:45 DISCUSSION OF FINDINGS45 5.1 Introduction45 5.2 Research objectives45 5.3 Discussion of the Research Findings45 5-3 IMPLICATIONS OF THE RESEARCH51 5-4 LIMITATIONS AND SUGGESTIONS FOR FUTURE RESEARCH55 5-5 CONCLUSION56 CHAPTER SIX:57 SUMMARY CONCLUSION AND RECCOMMENDATIONS57 6.1 Introduction57 6.2 Chapter Summaries57 6.3 Conclusions58 6.3.1 Recommendations58 6.4. Conclusion59 REFERENCES60 LIST OF TABLES Table 4.1: Questionnaire response rates34 LIST OF FIGURES Fig .1 Four Dimensions of emotional labour …………………………………………………………21 Fig.2. Theoretical Framework of the Backgrounds and Significances of Emotional Labour………………………………………………………………………………………………...23 Fig 4.1: Gender response rate……………………………………………………………………………………………………..35 Fig 4.2: Age of respondents36 Fig 4.3: Experience of the participants37 Fig 4.4: Educational qualification38 Fig 4.5 Service Providers Interaction with Customers39 Fig 4.6 Ability to experience the emotions of others40 Fig 4.7 Support from Co-workers and Supervisors41 Fig 4.8 Experiences with different emotions42 Fig 4.9 Stress and job satisfaction43 CHAPTER ONE INTRODUCTION Introduction According to Hochschild (1983), the degree of manipulating one's emotions or outward conduct to show the right mood in response to display guidelines or occupational norms is known as emotional labor. The development of an emotional labor model for the hospitality sector, with a focus on understanding the causes and effects of emotional work, is the subject of this study. The study will look at how individual traits affect how emotional labor is done and its impacts, as well as if organizational traits and job traits have any protective effects on the reported emotional weariness and job satisfaction that come with emotional labor. The study will examine how employees' work outcomes are affected by their emotional labor. A two-factor structure of emotional labor, emotive dissonance, and emotive effort was suggested by the study's findings. The three service acting categories that employees engage in are deep acting, surface acting, and real acting. Studies have shown that the emotional work demanded by organizational rules can have a negative impact on people's wellbeing. EL can have a detrimental impact on a worker's job satisfaction, and job satisfaction has a high correlation with sabotage, turnover, mental and physical health, attendance, and job performance (Hulsheger and Schewe, 2011). (Miao et al.,2017). The effectiveness of the organization has also been seen to be indirectly impacted by emotional labor. 1.1 Background of study Slogans like "Now recruiting smiling faces," "We carry on smiling," and "Happy faces await" are commonplace in the hospitality sector. While manufacturing look to hire "hands" or "heads," the hospitality sector seeks candidates with added skills. The hospitality industry's spirit is not just about "getting the work done," but also about doing it with the appropriate level of sincerity, attitude, and consideration for customers and clients. Customers expect the best service from the staff at Meikles Hotel, which is often rated the best hotel in Zimbabwe. As a result, it is necessary for staff to show sorts of emotions when engaging with clients, including friendliness, confidence, warmth, and enthusiasm. Other professions, like nursing, call for emotional outbursts. It is expected of nurses to be nice and kind. To be amiable and happy, waiters and servers are called. On the one hand, soldiers must be tough, angry, yet composed at the same time. The fact that all the mentioned job categories are in the service industry and depend heavily on in-person interactions with clients and consumers is one thing they have in common. For example, in the employee handbook of the Meikles hotel, some of the items in the hotel's mission statement make clear the importance of supplying comfort and liability-free accommodations. This relationship between the employee supplying the service and the customer is the most crucial of a service experience because it influences the customers' perceptions of service quality (Steinberg & Figart, 1999). According to (Steinberg & Figart, 1999), a positive attitude is a necessary component. If you are not having fun, you can be sure that those around you—in this case, coworkers, and customers—are not either. If one can manage their attitude, it can change someone's entire day. A positive, friendly attitude will help both you and the business. Ariane Resnick (2021) defines emotional labor as unpaid, frequently heroic labor that a person must perform by others to maintain their happiness. Many employees have the opinion that there is a strong correlation between employees' happy faces and rising income (Rafaeli & Sutton 1989). As a result, even when dealing with challenging clients, employees are required by the business to make every effort to make things better. Positive emotional expressions are needed, while negative emotional displays are prohibited. As a result, an employee's emotional outburst is no longer a private experience but a visible behavior under company control. Employees attend periodic sessions to learn how to grin sincere and how to transform internal rage or irritation into public compassion and empathy. Emotional display rules have been set, training programs are needed, and employees go through periodic sessions to gain these skills (Yanay & Shahar, 1998). Employees learn to repress their genuine emotions and show the emotions the company desires through these kinds of techniques. As a resource that helps people manage stress, social support has been recognized as one of the supports that can be offered to employees (Hobfoll, 2002). Hochschild (1983) first showed this emotional demand on service providers in a study about flight attendants. She coined the term “emotional labor,” to describe this occupational emotional demand. She went on to define emotional labor as the management of feeling to create a publicly observable bodily and facial display, “emotional labor is sold for a wage and therefore has exchange value.” It was suggested that service employees perform emotional labor using three acting techniques. One is “surface acting,” Service providers employ surface acting when they change their outward appearance to produce the required emotions, emotions that are not necessarily privately felt. The second mechanism is deep acting, deep acting occurs when employees change not only their physical expressions but also their feelings. This can be done through recalling similar emotional experiences. The last acting mechanism is ‘genuine acting.’ Genuine acting occurs when employees felt emotions are matching with expressed emotion and display rules. (Dagger et al., 2013) Propose that employees are, “barometers of the business”, and are an important instrument especially in the service industry. In the hospitality industries and hotels like Meikles in particular, being friendly or nice to people are a value-added part that employees provide (Schneider & Bowen,1986). Most managers in the field assume that the friendliness and good cheer of employees is a value-added part of the product that employees are strongly related to customer satisfaction and increase customer commitment, loyalty and therefore affect bottom lines (Albrecht & Zemke,1985 et al). The service literature has documented reasons of how critical employees’ emotional display is in deciding customers’ service quality perceptions. First customer contact employees are the interface between customers and organizations, and thus represent the organization to customers (Bowen, et al. 1989). If an employee is disrespectful to a customer, this rudeness will only give the customer a negative picture of the business. Second, because of the nature of the relationship between staff and consumers which is intangible, inconsistent, and inseparable communication between the two is crucial in establishing how the customers perceive the quality of the service (Bowen, et al.,1989). The criteria show the value placed on an employee's conduct while interacting with customers, and this conduct often has a significant impact on how customers perceive the quality of both goods and services (Ashforth & Hamphery, 1993). Prior study on the effects of emotional labor has mostly concentrated on the effects that could have a negative psychological impact on the workers who perform it. Emotional exhaustion and work discontent are the effects that are most frequently mentioned. Observed research, though, has produced conflicting findings (Wharton,1993) also added that the symptom of burnout is more strongly connected with work hours than with emotional labor, for both service employees and non-service workers, and that people who undertake emotional labor report higher levels of job satisfaction than individuals who do not perform emotional labor (Wharton, 1993). According to Rafaeli and Sutton (1987), there are some circumstances in which performing emotional work might have a favorable outcome. They proposed that employees experience "emotional harmony," which is a sign of a good fit between a person and the requirements of their profession, when reported emotions match or coincide with actual emotions. Psychologists with a range of perspectives have acknowledged that an individual's personal traits might affect their decisions on the settings they choose to engage in (Bandura, 1982). Organizations expect service employees portray emotions that are desired by the employer in addition to their job ability, according to research published in the South African Journal of Human Resources by N. Ngcobo, Nyashadzaishe Chiwawa (2022), who found that customer perception of service quality is influenced by the emotions showed by service personnel in service contacts. The National Social Security Association (NSSA), where work stress has been a significant issue, particularly among front-facing staff due to the work overload that occurred from the retrenchment exercise that was done in 2017, was the subject of a study on emotional labor effects. This layoff process created a significant void, particularly in the Benefits Division, which manages pension processing, the Occupational Safety and Health Division, which oversees preventing workplace accidents and supplying medical care for those who sustain injuries there, and the Compliance Division, which oversees managing remittance collection from businesses (i.e., NSSA's core business). As a result, there is now a sizable backlog, which has had an impact on service delivery. 1.2 Statement of Problem In the year 2020 Meikles Hotel and a Dubai based Albwardy Investments made a deal which had been on the radar for years. It was concluded that the Dubai investors were buying the iconic facility for US$20 million and the Dubai Albwardy Investments will be taking over the hotel, however to some extent there was a fear that the takeover of the hotel might affect the future of at least 120 contract workers , amid indicators that only full time employees are guaranteed of retaining their jobs when the takeover is completed and if people are going to be working under a threat of an impending downsizing it therefore affected their moral and the fear that they can be let go at any time. The fear of not keeping their jobs after the takeover had caused some employees to have a challenging time performing emotional labor whereby stress, rude behaviors also became a factor however such behaviors affected customers perception on services and products. This encouraged the researcher to investigate the outcomes of emotional labor. 1.3 Purpose of Study The goal of this study is to investigate the connection between personal traits, emotional labor, and the effects that result from it. Finding the people who can withstand and appreciate performing emotional labor is expected. Additionally, this study aims to pinpoint protective measures that Meikles Hotel, a lodging establishment, might take against the adverse impacts of engaging in emotional work. 1.4 Research Objectives To identify and explore the relationship between individual characteristics, emotional labor, and its associated consequences. To find strategies the hospitality industry can use to shield the negative effects of emotional labor To investigate how individual characteristics affect the way people engage in performing emotional labor (EL) 1.5 Research Questions Why do individual traits influence how workers conduct emotional labor? Why different ways to indorse emotional labor lead to different consequences? Why do organizational or work traits have a protective effect against the perceived negative impacts of emotional labor? How do people describe experiencing more emotional weariness when they act emotionally false to adhere to display rules? How do people perceive greater job satisfaction when they engage in actual emotional labor? 1.6 Significance of the Study The study will be of great importance to the following stakeholders Meikles Hotel - The study supplies a better understanding of emotional labor of employees in the hospitality industry. While much attention to emotional labor has been paid in the service industries, little has focused on the nature of emotional labor in the hospitality field. Most emotional labor studies were conducted on nurses and school administrators whose authority is over their clients, this study signifies to the body of knowledge about emotional labor by examining the employees who deal with the situation where the customer is always right, more hospitality industries challenge their employees to provide world class service, this increases service quality, but adds a problem on employees in terms of increased emotional labor. HR Practioners- This study will help Hr. practioners improve their knowledge related to employee’s performance in the outcomes of emotional labor, also the research findings may help practioners in the world of academics to find ways to manage emotional labor. GZU – This study will also help GZU through integrating the findings and recommendations into the university repository so that other students and lecturers could use this work as reference material. Researcher – This study will equip the researcher with skills and knowledge relevant to the field of HRM which the researcher will be able to apply in the real work environment the researcher will be well equipped with knowledge and skills on how to deal with emotional labor 1.7 Assumptions of the study The basic premise is that individual qualities play a crucial role in deciding whether emotional labor is regarded to have good or negative consequences. If the presumption is true, the question that arises is: What type of individual is best suited to conduct emotional labor in a more sincere manner? 1.8 Definition of key terms Burn out – becoming exhausted by making excessive demands on energy, strength, or resources in the workplace (Freudenberg, 1974) Emotional labor - the degree of manipulation of one’s feelings or outward behavior to display appropriate emotion in response to display rules or occupational norms Empathy – The immediate experience of the emotions of another person (Duan & Hill, 1996) Empathic Concern – An individual’s experience of a particular affective response to a distressed target (Davis 1994) Emotional Exhaustion – a feeling of being emotionally overextended and drained by one’s contact with other people (Maslach 1982) Emotive Dissonance – The degree to which employees expressed emotions align with their true feelings (Kruml & Geddes, 2000) Job satisfaction – A pleasurable or positive emotional state resulting from the appraisal of one’s contact with other people (Locke 1976) Job Autonomy – the degree to which an employee has freedom, independence, and discretion in fulfilling the tasks of the job (Hackman &Oldham, 1975) 1.9 Abbreviations EL – Emotional Labor HRM – Human Resources Management GZU - Great Zimbabwe University HR- Human Resources 1.10 Research Methodology The research was done from 2020 – 2021 and respondents to participate in the process will be randomly selected at Meikles Hotel Zimbabwe 1.11 Chapter Summary This chapter covered the introduction, background of the study, statement of problem, research objectives and research questions. It also covered the significance of the study, assumptions of the study, delimitations, limitations of the study, definition of key terms as well as the abbreviations. The following chapter will focus on a review of literature related to the topic under the study. CHAPTER TWO: LITERATURE REVIEW 2.1 Introduction The previous chapter introduced the topic, focusing on the background of the study, problem statement and research objectives to name a few. This chapter is going to focus on the literature review, which is made up of the theoretical and conceptual framework. A literature review is a thorough investigation and comprehension of a specific topic R Labaree (2009). The process involves a review of previous scholarly publications. As a result, the theoretical and conceptual framework, as well as an evaluation on emotional labor outcomes will be thoroughly examined. 2.2 Conceptual framework There is disagreement in the emotional labor literature as to whether emotional labor produces advantages for the employee. Hochschild (1983) claimed that he was sure that emotional labor led to emotional dissonance, which in turn was the root of burnout and emotional stress. The bottom line of an organization is particularly essential, according to Ashforth & Humphrey (1993), however this argument ignores how emotional labor can reduce stress. A person's level of well-being, which considers numerous facets of their psychological stimulation, is a measure of their mental health. It can be used to gauge organizational well-being as well as individual well-being. Job satisfaction, burnout, and organizational well-being are the three aspects of well-being. According to Waterman (1993), job satisfaction might aid employees in sharpening their cognitive abilities and focusing more. Additionally, it might aid in the growth of each person's motivation. Additionally, pursuing objectives that are in line with one's inner desires can increase one's level of satisfaction. Additionally, social support might enhance wellbeing. Employees who are under stress can preserve their positive feelings by having social support. It might nudge them to exert more effort and pay attention to their work. It can be used to gauge organizational well-being as well as individual well-being. Job satisfaction, burnout, and organizational well-being are the three aspects of well-being. According to Waterman (1993), job satisfaction might aid employees in sharpening their cognitive abilities and focusing more. Additionally, it might aid in the growth of each person's motivation. Additionally, pursuing objectives that are in line with one's inner desires can increase one's level of satisfaction. Additionally, social support might enhance wellbeing. Employees who are under stress can preserve their positive feelings by having social support. It might push them to exercise more effort and pay attention to their work. Tolich (1993) shown that when staff are in cordial communication with clients, they feel inner pleasure and satisfaction. 2.2.1 Emotional Labor Framework The book by Hochschild's (1983) The Managed Heart, a growing body of qualitative case study research has examined the emotional labor performed by police officers, social workers, fast-food workers, waiters, store cashiers, and other workers. These studies are clearly providing a wealth of facts on the nature of emotional labor and how individuals carry it out, but Wharton and Erickson (1993) critiqued the case studies' scant attention to detail for "conflating diversity in work-role emotional demands." To focus on, the case considers and offers limited implications of how emotional labor relates to other work consequences. Adelman (1989) urged empirical study and suggested that the use of assisting quantitative statistics may support Hochschild's richly textured statistics. For us to fully comprehend the effects of emotional labor, empirical research is crucial. Emotional work has been theorized as a one-dimensional construct that only considers the intensity and frequency of how emotion is shown in earlier empirical studies. Researchers who use this method of studying emotional labor usually divide their samples into two groups: "emotional laborers" and "non-emotional laborers." Because most jobs include visible emotional labor, this classification is complicated. According to Diefendorff et al. (2005), service process employees from a variety of businesses displayed genuine emotions. The expression of felt emotions is the most well-liked of the three methods of emotional labor. However, Jordan et al. (2008) discovered that genuine emotional expression which many employees were skilled at—was the most useful kind of emotional exertion. In accordance with Wharton, he contends that emotional labor needs to be handled as a multidimensional concept that specifies different outcomes for differing degrees of emotional labor in specific work contexts (1993). In the section that follows, two key theoretical frameworks are reviewed, along with a conceptualization of emotional labor that is entirely dependent on these frameworks. Researchers would be better able to distinguish emotional labor and explore its interactions with multiple character and situational components under extraordinary Conditions if they knew the amount of emotional labor. In these circumstances, the next part discusses key theoretical paradigms and how emotional labor can be conceived entirely considering these two paradigms. . 2.2.2 Interactionist Framework When it comes to how emotions are expressed and determined, Morris and Feldman (1997) developed a form of emotional labor that was entirely based on the interactionist theory of emotion (Fig 2). Emotion, according to the interactionist theory of emotion, is partly socially produced. Social factors affect how providers communicate while they are aware of and expressing emotions. Morris and Feldman (1996) defined emotional labor as "the effort, creating plans, and manage had to explicitly organizationally favoured feeling across interpersonal interactions" and described it as being entirely based on the interactionist paradigm. Based entirely on this definition, they proposed a four-measure assembly for emotional labor that included frequency, attentiveness (intensity of emotions, period of interaction), type of feelings necessary, and emotive dissonance (the difference between expressed and felt emotions). Diverse researchers, however, have critiqued Morris and Feldman's methodology and brought up certain conceptual and methodological concerns about those dimensions and the way they have been established. According to Grandey (1999), the variety, frequency, and duration of emotional labor give the job the information it needs about the employees' emotional displays. However, "they do not define what emotional labor is" (Grandey, 1999), as these three parameters "catch only the presence of emotional labor but prevent to explain in detail the employee's method of managing emotions." Likewise, Morris and Feldman's claim that emotional labor has multiple dimensions is complex, according to Kruml and Geddes (2000a). The content validity of Morris and Feldman's (1997) first three dimensions frequency, duration, and range was criticized by Kruml and Geddes (2000a). Their concept of emotional labor, which placed a strong emphasis on the planning, effort, and control of such labor by the individual, they contended, did not theoretically connect to those three aspects (Kruml & Geddes, 2000a). Morris & Feldman (1996) (Fig .1) Four Dimensions of emotional labour 2.2.3 Dimensions of Emotional labour Dramaturgical/Performative Framework A few scholars have recently developed theories about emotional labor that are based on Hochschild's performative theory of coping with emotions. The fundamental tenet of this viewpoint is that the workplace is a stage or theatre, with clients as performers and spectators as staff. However, performers control their exterior appearances, behaviour, or interior emotional kingdom by using certain performing tactics, such as "real appearing, deep appearing, or floor performing," to control emotional expression in accordance with show standards. According to Grandey (1999), explaining emotional efforts from a dramaturgical perspective might explain how emotion is handled, resulting in effort and manipulation. When the goal of the studies is to comprehend this mechanism and its linkages with various outcomes, such as withdrawal, behaviour, and mentality, understanding the tactics and processes personnel use to control their feelings is of utmost value.'Kruml and Geddes' (2000) defined emotive effort as "Feelings or outward behaviour to exhibit the proper emotion in response to display guidelines or occupational norms" as another aspect of emotional labor. This practical definition demonstrates the various efforts that employees make to modify or alter their emotional state and behaviour. Surface acting has been projected to need the least effort, whilst deep acting has been predicted to require the greatest work, as various types of acting involve applying different degrees of effort. Genuine acting, according to Kruml & Geddes (2000), occurs when this dimension taps into the realm of deep acting. On that note, deep acting entails trying to experience the emotions that are required to be displayed. Employees must actively work to evoke the right emotional state and, subsequently, the appropriate emotional expression through thoughts, memories, experiences, or images. As a result, the emotive effort component of emotional labor captures the efforts workers must make when deep acting. This dramatic perspective can therefore be applied to the main growth of emotional efforts (Grandey, 1999). Based on Hochschild's performing perspective, they identified two levels of emotional labor, concurring with Kruml and Geddes (2000). Based on these three types of acting deep acting, surface acting and honest acting they created an emotional labor scale. Emotional effort and dissonance were the two dimensions that some evaluations came up with. According to Kruml and Geddes (2000), emotional dissonance measures how closely employees' reported emotions match their actual sentiments. Emotional dissonance is "the discrepancy between truly felt feelings and faked feelings," according to Hochschild (1983). The depth and proper positioning as two opposing ends can be captured by the extent of emotional dissonance. According to (Kruml & Geddes, 2000), employees suffer more emotional dissonance the surface acting they engage in. However, the more staff members that embrace genuine acting, the less emotional dissonance they encounter. 2.3. Literature addressing objectives i.) To identify and explore the relationship between individual characteristics, emotional labour, and its associated consequences. As seen and stated in the above research objectives in chapter 1, the present study is an attempt to investigate how individual characteristics affect the way people engage in performing emotional labour, and this has been seen further influencing the consequences of emotional labor. This study suggests a theoretical model illustrated by (Fig 2), in which characteristics, affectivity, and empathy are predicted to affect the way service providers demonstrate emotional labor, and this leads to various outcomes such as or decreased and increased emotional exhaustion and job satisfaction. The study draws on ethnographic and sociological literature on emotional labor as well as industrial and organizational psychology literature on emotion management, personality, and stress management. Antecedents Emotional Labor Moderators Consequences (Figure.2.) Theoretical Framework of the Backgrounds and Significances of Emotional Labour Own Source 2022 The construct of emotional labor, which is the primary area of interest for this study, is in the middle of the theoretical model (Fig. 2) According to this study, "the degree of manipulation of one's inner sentiments or outward behaviour to exhibit the appropriate emotion in order to react to occupational standards or display regulations" is what is meant by "emotional labor." This definition stands out from others since it emphasizes the "process" of creating the proper emotional display to adhere to the organization's display guidelines. The study then examines both the good and negative effects of emotional labor, including high emotional exhaustion and poor job satisfaction, as well as decreased emotional weariness and high job satisfaction. Job satisfaction refers to how happy, comfortable, or content a person is with their job (W.Ali 2016). Feeling worn out and depleted due to ongoing stress in one's personal or professional life, or a mix of the two, is known as emotional exhaustion (Caffasso, 2021). When an employee's personality and the demands of the job are a good fit, some ideas contend that performing emotional labor can benefit from favourable outcomes. Furthermore, it is projected that those with high levels of empathy will execute emotional labor more honestly and suffer fewer unfavourable outcomes. Grandey (1999) states that as the research's objective is to predict how each person will respond to emotional labor, an understanding of emotion regulation is essential. This working definition also highlights the level of manipulation that service personnel undertake to produce the proper emotional appearance. According to research, there are three ways that service providers can engage emotionally: genuinely, deeply, or superficially (Hochschild, 1983; Ashforth & Humphrey, 1993). While the nature of these three operating processes varies, each call for varying degrees of manipulation of one's emotions or outer behaviour. The manipulation of some people's emotions, or "deep acting," is far more difficult than that of others, or "surface acting." From this point on, a significant component of how one performs emotional labor is the level of manipulation. ii) To identify strategies the hospitality industry can utilize to shield the negative effects of emotional labour. Affectivity, according to (Lazarus, 1993), is the general propensity of an individual to experience a mood or to respond to situations in a particular way or with a specific set of emotions. Positive affectivity (PA) and negative affectivity (NA) are the two categories of affectivity that researchers have identified (NA). People with high positive affectivity PA are more likely to feel enthusiastic or cheerful. On the other hand, NAs with strong negative affectivity are more likely to feel uncomfortable or irritated. People who generally feel happy will have a small gap when asked to act out positive emotions in the setting of the hospitality sector, where positive emotional presentation is essential. However, those who experience negative emotions frequently will in fact have a wider gap when asked to express happy emotions (Fisher & Ashkanasy, 2000). The way one passes emotional labor will thus be impacted by this difference in affective orientation. In addition, compassion or empathy is a crucial precursor of emotional labor. Empathy, which is the capacity to understand how another person feels, is defined as "the ability to understand and share the feelings of another person" (Duan & Hill, 1996). According to research, those who are empathetic are more perceptive of the wants and needs of others and are therefore thought of as emotionally intelligent people (Goleman, 1995). People with greater empathy are generally thought to have an advantage in the hospitality sector since they can conduct emotional work more effectively because they are more aware of others' needs. Like this, service literature has acknowledged the value of sympathy and empathy. Empathy has been identified as one of the five aspects of service quality by Zeithaml and Berry (1998).(Wieseke et al(2012).), Frontline service staff and customer contacts occur in service contexts including banks, hotels, and restaurants. If concentration, politeness, and empathy are lacking in these interactions, the intended associations will not be made, which will leave the consumer dissatisfied. Empathy is described as the "caring, personalised attention the organization delivers its clients" in their definition. According to research, empathy is a multifaceted phenomenon. iii) To investigate how individual characteristics affect the way people engage in performing Emotional labour EL. On the other hand, empathy refers to an emotive response that is distinctly other-oriented as opposed to self-oriented and is receptive to others' emotions (Davis, 1994). As a result, it shows care for another person's welfare without necessarily requiring them to show emotion. As a result, those with high levels of empathy cannot "feel with" others but can "feel for" them. How one handles emotional labor is believed to be influenced by one's various capacities for feeling with (emotional contagion) or for (empathic concern) others. Additionally, it was found in the study on emotional contagion, stress, and empathic concern that these problems had various consequences on burnout as seen by service providers. According to the study's findings (Omdahl & O'Donnell, 1999), empathetic concern lessens emotional exhaustion while emotional contagion promotes it. To understand how empathetic concern, emotional contagion, and affect service providers' emotional weariness, matching to the emotional labor mechanisms, the predicted theoretical model presents the literature of emotional labor, empathy, and burnout collectively. According to Duffy (2020), across a wide range of studies on social status, which is a similar variable to economic constraints, subjective social status has been inversely associated with chronic stress, negative affectivity, and resting heart rate, and objective social status has been the wrong way around associated with doubt and submissive coping for women. Duffy discusses women obtaining decent work and the importance of workplace climate in his literature. According to Acker (2006), this therefore influences how emotional labor is portrayed; nevertheless, employees learn to repress their real emotions in favour of those the organization wants to see. Women frequently receive lower pay than men in a variety of service organizations, regardless of race or ethnicity. According to Shaefer (2018), experiences with financial restrictions may have an impact on women's ability to perform respectable job, which will have an impact on how emotional labor is represented. Additionally, women encounter a gender pay gap across all work categories, which appears to be a global issue (Blau & Kahn, 2017). When there are fewer women in leadership positions at an organization, the gender pays gap increases. (O’Neil 2019), this demonstrates how women's experiences with financial restrictions will be in direct opposition to finding suitable work. The effects of emotional labor might be "very contingent upon other elements of the job and the organization," said Wharton (1999). As a result, the study offers a theoretical framework that describes how organizational and job features affect the relationships between emotional labor and its effects. The degree of control individuals has over their tasks, organizational social support, support from supervisors and co-workers, and job autonomy are all projected to have protective benefits against emotional labor and its impacts. 2.5 Chapter Summary This chapter focused on literature on emotional labor outcomes. It looked at related literature the introduction, conceptual framework and theoretical framework that addressed the research aims. In addition, the chapter presented a knowledge gap that the current study is trying to fill. The following chapter will focus on the research method. CHAPTER 3: RESEARCH METHODOLOGY 3.1 Introduction The previous chapter focused on a review of literature and this chapter deals with the research methodology. Therefore, a research methodology is defined as a strategy or architectural plan by which the study lays out an approach to the topic. According to Sileyew (2019), a research methodology can be defined as the steps or methods used to find, select, process, and analyze information on a subject. This chapter presents the research philosophy, research design, research paradigm, sampling frame, sampling technique, sample size, data collection instruments and data analysis as well as the field of study. The study also emphasized the ethical guidelines followed in research as well as the constraints experienced in data collection. 3.2 Research Philosophy The researcher used a positivist paradigm for this study. A research philosophy is a way of thinking that the researcher adheres to acquire fresh, trustworthy knowledge about the research object (Pranas Zukauskas 2018). As a result, realism, interpretivism, and positivism are some of the most widely used schools of thinking. Thus, a positive paradigm is described as knowledge that is based on positive aspects of natural phenomena, traits, and interactions (Patton 2017). Pham (2018) claims that positivism is concerned with how arguments and logic are applied to understand natural relationships and events. Positivism refers to the meticulous collection of data and its natural numerical analysis (Rowlands 2005). The positivist worldview recognizes that every person is an independent creature, according to Holon (2000). Cooper (2014) supports this claim by pointing out that positivists believe that the world is real, constant, and accessible to investigation. To forecast and explain, positivism separates things into two halves and isolates them into an external mechanical process. Typically, the paradigm uses quantitative data, logical reasoning, and demands that the truth be consistent with the facts. 3.3 Research Approach The researcher used a quantitative research strategy for this investigation. A research plan is one that goes from broad hypotheses to specific data gathering and analysis (Chetty 2016). According to Creswell (2018), the research was focused in developing a deep and nuanced understanding of people's experiences rather than gathering data that can be used to develop knowledge for another group. It is about documenting, evaluating, and looking to discover significance. Since it helps to assess employees' opinions and presumptions regarding the study's issue, quantitative analysis was used. According to Patton (2020), if a higher sample size is provided for any hypothesis, it will be simpler to draw trustworthy general conclusions. The technique allows the study to have a larger sample size. As a result of the added data our investigation's statistical analysis was able to gather, the results are more believable. According to Khan (2011), a larger sample size decreases the possibility that the study's group outliers would adversely affect the data the study attempts to objectively archive. Randomized samples are employed in quantitative research, as (Yan 2007) notes. In this study, standardized questionnaires with five Likert Scale responses were used as part of a quantitative research technique to gather exact statistical data on the topic under investigation. 3.4 Research Design In this study, the researcher used a case study research approach. a comprehensive strategy for research design that integrates all aspects of the study A research design enables the study to address the research issue, according to Yin (1989), who makes this claim persuasively and rationally. It is a thorough plan that outlines the procedures for acquiring and analyzing the required data. This method creates the framework for data collection, measurement, and analysis while logically and persuasively integrating the many research components. To ensure that this study tackles the topic of Creswell & Creswell (2018) , the case study research design was employed. The researcher used a case study because case studies are particularly good at assisting people in understanding complicated issues through in-depth contextual analysis of a select few situations or occurrences and their relationships. Furthermore, it allows for a thorough study in which the researcher used a variety of instruments that are not relevant when using other independent research methodologies(Bryman 2008). Additionally, it enables a diversity of perspectives in place of any bias and allows for a deeper comprehension of the subject being studied. In this way, it allows for the development of a thorough comprehension of the subject during his study. 3.5 Population This study considered a population of non-managerial and managerial employees at Meikles Hotel in Harare. The population focused on was approximately 350 employees which consisted of Human Resources, finance, hospitality, marketing , information system, waiters and waiters, cleaners, cookers, servers, guards. The use of large, targeted population was to ensure that the result could be a true representation of facts as to ensure validity and reality of results. According to Priya (2010), the population is the collective or totality of all things, people or entities that meet a given set of requirements. Mitchell (2010), the population represents the intended subject matter of study. The use of large, targeted population was to ensure the result could be a true representation of facts as to ensure validity and reality of results. 3.6 Sample A sample is a fraction of the population that has been chosen for observation and study Khan (2014), a sample is a portion of a population that has been chosen to take part in the study. This study was unable to contact the entire organization population due to time and Covid-19 restrictions, thus random sampling approaches where used. 3.6.1 Sampling size This research adopted a sample of one hundred and five employees in a population of three hundred and fifty in carrying out this study. A sample of 105 respondents was used in order gather quantitative data. According to Cobridge (2011), sample size refers to the number of units that were selected and used to collect data. Hagg and Taris (2018) pointed out that for big sample inference in business research a sample size greater that 30% is preferable. 30/100*350=105respondents As a result, 105 respondents or 30% of the population which includes both managerial and non- managerial employees were used in this study. They were chosen at random. According to Hussey and Hussey (1997), the population’s major interest should be represented by the sample size. 3.7 Sampling Procedure To ensure that all employees at Meikles Hotel in Harare were presented stratified sampling method was used to ensure that the number of elements from each division was selected in relation to its proportion in the total population (Kumar 2011). Sampling is the processes of choosing a subnet of the population to represent the complete population (Wood & Haber 1999). Additionally, sampling is described as, “the act of selecting a sample from a defined population with the purpose that the sample accurately represents the population,” (Gall et al- Stratified Random Sampling For the goal of choosing participants in the quantitative process of data collection using the questionnaire, stratified random selection was used. A stratified sample, according to Neuman (2000), is one from which cases are randomly selected after the researcher has first determined a set of comprehensive and mutually exclusive categories. According to their classification levels, employees who are categorized as managerial or non-managerial are separated into homogenous strata. To ensure that all employees were represented, the researcher selected both management and non-managerial Meikles Hotel staff. The participant was given a range of numbers to choose from, and those with even numbers were asked to describe their emotional labor practices. The researcher then used straightforward random selection to choose representatives at random from those strata. It made it possible to use a variety of search methods and approaches in different layers (Cresswell 2012). Through random sampling, strata or layers in the population were also created (Kumar 2014). Hopkins (2009) claims that random sampling gives the researcher variable an equal probability of being chosen from the population. 3.8 Data Collection Procedure After the supervisor approved the research topic and proposal, the study asked permission to gather data at the Meikles Hotel in Harare. The manager of talent development gave his approval. Research-generated facts are known as data (Polit, 1999). Primary data were consulted to learn more about the data. Primary information, as described by Ichan (2011), is data that is recorded right away. Additionally, the purpose of the study was explained to every employee, and through questionnaires, initial data was gathered. A questionnaire was sent to study participants to complete and return. 3.9 Data Collection Instruments A questionnaire was used in this study to collect data. The study uses research equipment to collect data, which is crucial for the research. Kounger (1998) Data gathering is one of the most important aspects of research. In this study, structured questionnaires were used. These are made up of questions that have been pre-coded and skip questions in a specified order. In most quantitative data collection efforts, structured are used. The advantages of such a structured questionnaire are simple administration, uniformity in responses, and simple data storage. To supply precise statistical information about the issue being studied, the structured questions feature five Likert Scale responses: Strongly Agree, Agree, Disagree, Strongly Disagree, and Neutral. 3.9.1 Closed Ended structured Questionnaires A questionnaire is a technique for collecting data that consists of a series of inquiries and directives to elicit information from respondents. McLeod (2018) By safeguarding participant privacy, questionnaires help collect information that is unique to each person, such as attitude or knowledge. Babbie (2017), this is also corroborated by Mathers, Fox, and Hunn (2013), who said that a questionnaire is a piece of writing composed of a number of questions distributed to respondents to collect statistically significant data on a certain topic. The questions are carefully arranged to aid in their ability to shed more insight on the topic being studied and the identified issue. The study is limited by ethical norms like informed permission and privacy; therefore, this is vital. In the experiment, closed-ended structured questions were used. In a pilot study with ambiguity questions corrected, the study developed questions that were neither very lengthy nor overly complex. Following the results of the pilot testing, several of the questions were rephrased in a way that would be clear to all respondents to guarantee dependability and validity of the data. Because they were managed collectively, surveys were practical and affordable, and they used less human and financial resources. This is according to Kumar (2019). The possibility of when sensitive information is requested was highlighted by the fact that the respondent and the incumbent did not speak to one another directly. According to Magwa and Magwa (2016), using questionnaires was further justified by a greater response rate. This is because respondents had the possibility to use their right to silence. Fisher (2010) asserts that because surveys did not involve this study or an observer, they often do not have participant bias. The questionnaire also contributes to a more uniform data collection process than interviews, which need face-to-face interaction. The study's tool, a questionnaire, was chosen because it regularly produces reliable results even when analyzing data from numerous participants at once. 3.10 Data Presentation Tables and graphs were utilized in this study to convey quantitative data. Data presentation is a procedure where data is obtained through various methods and arranged according to its constituents to provide meaning (Lee, 2013). The author also says that organising and categorizing data come first, then looking for patterns, themes, and meanings to help draw conclusions. It is a process for showing the outcomes that were accurately categorized. The ease with which they could be understood, their capacity for drawing inferences, and their effectiveness in cramming a lot of information into a little space, according to Kumae (2014), justified the use of graphs and tables. Lastly, information from data analysis was summarized, the conclusion drawn, and recommendations made on employee performing emotional labour. 3.11 Data Analysis Quantitative data were analysed using the Statistical Package for Social Science (SPSS). This study evaluated the new reality using descriptive metrics that involved frequency counting. Survey data were evaluated using descriptive statistics, such as percentages and frequency counts. Bell (1993) suggested that percentages are superior to complex statistics because they are easier to comprehend. 3.12 Anonymity, confidentiality, and privacy To protect the privacy of participant information, this study used all reasonable measures. Data was kept in a very secure manner to ensure the respondents' responses' confidentially. This study did not examine sensitive information for other people because the data was securely stored. The process of maintaining participant confidentiality, including their racial or cultural origin, names they go by, and other sensitive information, is known as anonymity (Magenda, 2003). As a result, the study's researchers are required to ensure the privacy of any information supplied by respondents. Any information review must first get the respondent's consent (Deskman 2007). In addition, he said that protecting the research subject from emotional and bodily harm promotes neutrality toward them by preventing awkward inquiries that might startle the response. Creswell (2007) advises researchers to ensure the confidentiality of the data they get. To ensure anonymity, secrecy, and privacy, Best & Khan (1993) advised eliminating the respondent's names from all data collection forms. The data's source was unknown once it was acquired for this study. 3.13 Chapter Summary This chapter dealt with the research method, which the researcher used to gather data concerning the topic under study. It covered the research paradigm, research approach, research design, population, sampling techniques used, data collection instruments, data collection procedure, data presentation and analysis. CHAPTER FOUR DATA PRESENTATIONS 4.1 Introduction The previous chapter focused on research methodology and this chapter focuses on data presentation and analysis. This chapter presents and analyses data collected through the questionnaires at Meikles Hotel in Harare Zimbabwe. In this study, the researcher employed bar graphs, tables, and pie charts as data presentation techniques. Therefore, respondents‘ responses on the evaluation of employee involvement in decision making and organisational performance were combined. According to Babbie (2001) data presentation and analysis is the rearranging and restructuring of data to produce knowledge. The researcher presented the items following the order in which these questions occurred in the research instrument. 4.2 Response rate Table 4.1: Questionnaire response rates (n=87) TARGET ACTUAL RESPONSE RATE%-% Source: Primary data (2022) Results from table 4.1 shows response rate for questionnaires distributed at Meikles Hotel by the researcher. The researcher distributed one hundred and five (105) questionnaires, however eighty-seven were returned and some of them did not manage to respond to the questionnaires because they had tight work schedules. Therefore, a high response rate of 78% was achieved which is sufficient to generate data that is reliable because a response rate above 75% is deemed excellent as confined by Saldivar (2018). 4.3 SECTION A Demographical data 4.3.1 Gender response rate Fig 4.1: Gender response rate N= (87) Source: Primary data (2022) The graph above shows gender of the respondents. From the results above, male and female participated in the study, although females dominated in the study. Fig 4.1 shows that the majority (55) were female whilst (32) were male counterparts. 4.3.2 Age of respondents Fig 4.2: Age of respondents n = (87) Source: Primary data (2022) The chart above shows that all age groups at Meikles Hotel Harare participated in the survey. The results showed that 31- 40 age group have more participants followed by 21-30 years and on 60-70 years only to (2) of the participants participated in the survey. 4.4.3 Experience of the participants Fig 4.3: Experience of the participants N = (87) Source: Primary data (2022) Results from the chat above shows the distribution of participants based on the work experience. The chat shows that 17 have 4 years below working experience, 32 respondents have a working experience of between 4 to 6 years, 28 respondents have a working experience of 6 to 8 years, 4 respondents have a working experience of 8 to 12 years, and 6 of the participants have a working experience of 12 years and above. 4.3.4 Educational qualification of the respondents Fig 4.4: Educational qualification N= (87) Source: Primary data (2022) The pie chart above indicates the educational qualifications of participant at Meikles Hotel who returned the questionnaires. The results indicated that there were 55% who attained national certificates and the majority 30% attained diploma. Also, 13% of the participants have degrees and the least 2% attained Masters. SECTION B 4.4.1 Service Providers Interaction with Customers Fig 4.5 Service Providers Interaction with Customers N= (87) Source: Primary Data (2022) From the chat above, the results shows that most of the participants agree to most of the questions that were asked in terms of service provider and customer engagement, most of the questions asked where whether the service providers perform emotional looking at how they were feeling at work for example if they fake smiled to get through the day or whether they were looking forward to interactions with customers. 6% of the participants strongly disagreed with this notion whereby 18% Disagreed and 25% strongly agreed. 4.4.2 Ability to experience the emotions of others Fig 4.6 Ability to experience the emotions of others N = (87) Source: Primary Data (2022) From the chat above, the results shows that the majority of the participants Agree that they have the ability to experience the emotions of others shown by the questionnaire whereby for example some service providers tend to feel upset when another colleague is upset or feeling depressed and also that when one sees someone being taken advantage of another person tends to feel kind of protective toward them, however some might disagree with this as they may not have the ability to experience the emotions of others. 4.4.3 Support from Co-workers and Supervisors Fig 4.7 Support from Co-workers and Supervisors N= (87) Source: Primary Data (2022) From the chat above, the results shows that most of the participants agree that they get support from supervisors and fellow co- workers for example some participants saying that their supervisor can be relied on when things get tough at work and that some of the co- workers are willing to listen to one’s personal problems, however some may disagree saying they don’t necessarily get support from co-workers and supervisors. 4.4.4 Experiences with Different emotions Fig 4.8 Experiences with different emotions N= (87) Source: Primary Data (2022) From the chat above, the results shows that most of the participants at Meikles Hotel agree that people experience several different emotions in their life some of which are being hostile, ashamed, embarrassed, proud, nervous , enthusiastic, guilty etc all these emotions are experienced by a person in life and most of the participants agreed that they experience these feelings at work , however a few numbers disagreed with this notion . 4.4.5 Stress and Job Satisfaction Fig 4.9 Stress and job satisfaction N =(87) Source: Primary Data (2022) From the chat above, the results show the level to which the job is stressful and most participants saying they frequently think of quitting the job which is not healthy for the company and for the person some saying that working with people or customers puts a lot of strain the majority of people that are 62/87 are experiencing stress at work, however a few numbers of 6% disagree with this. 4.5 Chapter Summary The chapter investigated the presentation and analysis of data collected at Meikles Hotel. In this section, the researcher used charts, tables, and graphs to present data that was obtained in the field of work. Therefore, chapter five will focus on discussion of research findings. CHAPTER FIVE: DISCUSSION OF FINDINGS 5.1 Introduction The previous chapter focused on presentation of data that was collected at Meikles Hotel. This chapter focuses on discussion of findings that was presented in the previous chapter. This is done to evaluate the impact of emotional labour on work outcomes. Therefore, this chapter acts as a springboard from which to make conclusions, implications, and recommendations. 5.2 Research objectives To identify and explore the relationship between individual characteristics, emotional labor, and its associated consequences. To identify strategies the hospitality industry can utilize to shield the negative effects of emotional labor To investigate how individual characteristics affect the way people engage in performing emotional labor (EL) 5.3 Discussion of the Research Findings The research findings of this study are presented and discussed in the following order: emotional labor, its consequences, antecedents, and moderators. Emotional Labor This study supported Kruml and Geddes' (2000) suggestion that emotional labor has a two-dimensional structure. Emotional dissonance and emotional effort are these two dimensions. Emotional dissonance captures the ideas of superficial acting and true acting as two opposite extremes of a continuum, whereas emotional effort taps the idea of a deep acting approach. In this study, the effects of emotional work were looked at in terms of emotional exhaustion and job satisfaction. These two results have different associations with emotional exertion and emotional dissonance. The explanation of the results of these two emotional labor dimensions is presented in the section that follows. Work Outcomes of Emotive Effort This study discovered that emotional effort (deep acting) had a positive relationship with job satisfaction and a negative relationship with emotional tiredness. In other words, emotional investment (deep acting) yields favourable results (low emotional weariness and high job satisfaction). The initial theories were supported by these findings. Line workers feel less false or foreign when they successfully conduct deep acting emotional labor. They are rewarded and satisfied by how individualized their service was, leading to better work outcomes (Hochschild, 1983). Work Outcomes of Emotive Dissonance In terms of emotive dissonance, this study discovered that, in contrast to the provided theories, it is favourably associated with emotional weariness and adversely associated with job satisfaction. In other words, employees report feeling less emotionally spent and more satisfied with their work when they experience greater emotive dissonance, which is a result of surface behaving. Employees feel more emotionally exhausted and are less satisfied with their occupations when they experience less emotive dissonance, which is the result of true acting. Together, surface acting and actual acting make someone more vulnerable to service encounters and prevent them from burnout. The findings were contradictory to the hypotheses as well as to previous empirical studies (i.e., Morris & Feldman, 1997; Grandey, 1999; Kruml & Geddes, 2000), but lend support to some qualitative studies (i.e., Paules, 1991; Hochschild, 1993; Leidner, 1993). Why does low emotive dissonance (genuine acting) lead to negative work outcomes? Why does high emotive dissonance (surface acting) lead to positive work outcomes? Genuine acting is a product of fusing the private self and the public self (work role). To successfully enact emotional labor genuinely, employees need to invest their true selves in their jobs. Under this circumstance, it is difficult to maintain a safe distance between the private self and the public self. The fusion of the “real” and “acted” self will then be tested by a crucial event. When employees have good interactions with customers, this genuine acting would lead to positive outcomes. However, when things go wrong (as often happens), employees are more often hurt, angered, or distressed. Conversely, surface acting allows employees to cognitively distance themselves from unpleasant service episodes, and therefore, maintain their emotional equilibrium (Ashforth & Humphrey, 1993). Based on her observations of flight attendants, Hochschild (1983) found that recently hired service employees tend to genuinely enact emotional labor to meet customers’ expectations and the organizations’ expectations. However, as time goes by, the intensive public contact or the accumulation of unpleasant experiences with customers have forced them to invest less and less of their true selves with their jobs to salvage a sense of self-esteem (Hochschild, 1983). They learned to use surface acting as “self-protection.” With this protection, service employees feel less emotionally exhausted and more satisfied with their jobs. Although the results of hypothesis testing on the consequences of emotive dissonance did not confirm the proposed hypotheses and previous research (i.e., Morris & Feldman, 1997; Grandey, 1999; Kruml & Geddes, 2000), they are congruent with previous qualitative studies (i.e., Paules, 1991; Hochschild, 1983; Leidner, 1993). Although employers and customers prefer that employees demonstrate genuine emotional expression while providing service, employees’ sincerity increases their risk of burnout (Wharton, 1999). Antecedents of Emotional Labor The antecedents of emotional labor focus on individual characteristics. In this study, two individual characteristics were proposed to as influence how one enacts emotional labor: affectivity and empathy. These two individual characteristics were examined in terms of positive affectivity, negative affectivity, emotional contagion, and empathic concern. Positive Affectivity This study found that, as predicted, employees who experience more positive emotions (i.e., cheerfulness, excitement) experience less emotive dissonance than employees who experience fewer positive emotions. High positive affectivity employees experience less emotive dissonance because there is a good fit between their personalities and job characteristics. This low emotive dissonance is an outcome of a good fit. This result corresponds to what Rafaeli, and Sutton (1987) suggested that, if there is a good fit between individual characteristics and job characteristics, employees would experience more emotional harmony than emotional dissonance. Another finding associated with positive affectivity (PA) was that high PA employees tend to exert less emotive effort (deep acting) to enact positive emotional labour. As high PA employees often experience positive moods, they do not need to put a great deal of effort into expressing a positive emotion, compared to another individual who rarely experiences a positive mood. In other words, high positive affectivity employees do not need to use “deep acting” to have a positive emotional expression. They can enact genuine hospitality naturally and easily. As a result, they are very popular in the hospitality industry. Thus far, this study’s findings about high positive affectivity employees confirmed what the literature suggested and corresponded with the traditional notion. However, a closer examination of the consequences of emotional labor on high positive affectivity employees found that high positive affectivity employees suffer higher emotional exhaustion and lower job satisfaction. As discussed earlier, high positive affectivity employees experience low emotive dissonance, and low emotive dissonance leads to negative consequences. High positive affectivity employees exert less emotive effort, and less emotive effort also leads to negative consequences. Therefore, taken together, high positive affectivity employees experience more negative work outcomes, including high emotional exhaustion and low job satisfaction. Researchers have suggested that when there is a good fit between one’s personality and job characteristics, one would experience more positive work outcomes (Spokane, 1985; Assouline & Meir, 1987). However, this study’s findings on positive affect did not support the person-job fit theory. One probable reason for this contradictory finding was the presence of emotional labor. As most of the industry/organizational psychology theories were developed in the realm of manufacturing or other areas which require mainly employees’ intellectual labor or physical labor, such theories may encounter unexpected results when applied to the service industry which requires more intensive emotional labor than other types of labor. The contradictory findings of this study contribute further evidence that emotional labor is a unique concept and a phenomenon that needed to be explored further. Negative Affectivity A notable correlation between negative affectivity and emotive dissonance was not discovered in this investigation. Employees with high negative affectivity were found to work more to perform emotional labor than those with low negative affectivity. In other words, people with high levels of negative affectivity often use deep acting to evoke the required good emotions. They experience more good outcomes, such as high job satisfaction and low emotional weariness, the more emotional effort they put into their work. In this situation, emotive effort functions as a mediator between negative affectivity and emotional weariness or job satisfaction. However, it was discovered that employees with high negative affectivity experience higher emotional exhaustion if this mediator of emotive effort was removed. Because they are required to express a feeling that they do not frequently feel, employees with strong negative affectivity would become weary if requested to express happy emotions for business goals. However, they would achieve better work results if they could learn to deeply act on pleasant emotions. As a result, emotional effort is a critical mediator that influences the kinds of repercussions that high negative affectivity employees encounter. Employees with strong negative affectivity often feel overworked by their employment because they must constantly display good emotions, which is a result of a poor fit between personality and job requirements. Although this study did not uncover a substantial link between negative affectivity and emotive dissonance, this can be considered because of the last. But if employees try harder to perform emotional labor using a deep acting technique, surprisingly, they feel less exhausted and happier with their jobs. Emotional Contagion This study discovered that emotional contagion correlates with emotive effort and emotional tiredness but not emotive dissonance, like how negative affectivity does. Emotional contagion and emotional exhaustion have a favourable association in terms of emotional tiredness. Employees with high emotional contagion tend to be highly sensitive and readily startled by other people's emotions. Because it puts the target individual (client) at ease and eases any tension they may be feeling, the capacity to "feel for" someone is seen as a benefit when conducting emotional work (Verbeke, 1997). But occasionally, this power turns into a weakness. Their interactions with clients become crucial in determining how they feel about their professions since those who experience emotional contagion are more prone to emotional weariness. Staff may feel better about their jobs if there is good interaction between high emotional contagion employees and customers. However, if something goes wrong while they are performing their duties, employees with high emotional contagion risks becoming harmed easily and quickly succumbing to frustration and exhaustion. It was discovered that emotive effort is related to emotional contagion. Like negative affectivity, emotive effort plays a key role in mediating the relationship between emotional contagion and the results of emotional labor at work. Employees with strong emotional contagion who perform emotional labor using a deep acting style report reduced emotional tiredness and more job satisfaction. Deep acting acts as a buffer between an employee's true personality and their professional persona (Hochschild, 1983). High emotional contagion employees could master the ability to consciously personalize or depersonalize a customer experience by using deep acting techniques. As a result, emotive effort is a crucial mediator that helps to predict the effects that high emotional contagion employees will endure. High emotional contagion employees are worn out by a highly emotionally charged work environment in the absence of emotive effort. For employees with high emotional contagion, emotive effort would turn unfavourable repercussions into positive ones. Empathic Concern Empathic worry/ concern, another subconstruct of empathy, was found to be unrelated to either emotive effort or emotive dissonance. Employees' level of concern for customers' welfare cannot serve as a reliable indicator of how they perform emotional work. This finding could be the result of measuring error or the absence of a real connection between empathic concern and emotional labor. The reliability of the empathic concern scale utilized in this study was found to be insufficient to be regarded as reliable, as was described in Chapter Four. The association between empathic concern and emotive effort or dissonance may be biased or weakened because of this low reliability. Moderators of Emotional Labor According to this study, social support and professional autonomy would act as moderators in the association between emotional labor and its effects. However, these buffering effects were not discovered throughout the study's empirical testing. The four moderating effect theories did not hold up. The results of the moderated multiple regression demonstrated that the degree of emotional weariness and job satisfaction that employees experience are highly influenced by both social support and job autonomy. The conditions of engagement did not, however, mitigate the connection between emotional labor and its effects. This result does not corroborate earlier studies (Erickson, 1991; Abraham,1998). According to the findings, social support and job autonomy ought to be viewed as mediators rather than moderators. They could also be precursors of emotional labor, which would have an indirect impact on the outcomes. A Further Discussion of Genuine Acting, Surface Acting, and Deep Acting This study discovered that both surface acting and deep acting have favourable effects, true acting has detrimental effects. But in terms of service quality real acting offers a more individualized service, then viewpoint, profound listening, and acting. Employees' emotions were genuine and spontaneous when they were performing honestly. in depth performing, employees' emotions appeared sincere and spontaneous but were secretly controlled by their organization. These two sorts of services would satisfy all the customers. even though the two lead to contrasting professional outcomes. Like deep acting, surface acting produces favourable results at work for employees. However, from the viewpoint of the clients, surface action is insufficient. 5-3 IMPLICATIONS OF THE RESEARCH This study looked at the causes and effects of emotional labor. The hospitality sector can benefit practically from the study's findings. Some managerial implications are provided in this chapter's section. The topics up for consideration include hiring, training, working together as a team, and salary. Selection According to this study, personality variations do not significantly influence the kinds of behaving that employees will engage in when performing emotional labor. Emotional dissonance has a poor relationship with negative affectivity, but a moderate relationship with positive affectivity, emotional contagion, and empathy. Additionally, all personal qualities except empathy concern were positively correlated with emotive effort (deep acting). As a result, it is challenging to predict the type of individual who will utilize specific acting approaches to simulate emotional work. Positive affectivity was one intriguing discovery addressing individual differences. According to this study, workers with high positive affectivity might carry out emotional labor in a sincere and organic manner. However, this sincere portrayal also leaves individuals open to the unfavourable effects of emotional labor. In this situation, there is a conundrum for the hospitality sector. On the one hand, businesses aim to hire people with strong positive affectivity as employees. On the other hand, individuals with high positive affectivity experience fatigue more quickly than other personality types. Companies incur the risk of losing them rapidly since they are exhausted very quickly when they hire high positive affect individuals for their capacity to deliver exceptional service. A high employee turnover rate must be balanced against great service quality. According to this study, training is more crucial than selection for jobs requiring a lot of emotional work. Organizations should focus on creating the circumstances for fulfilling work as more and more people of all types realize that their only options are service-related jobs. Organizations may need to make more concerted attempts to provide training programs to build the abilities needed to conduct emotional work rather than relying solely on selection. Employees could learn how to offer true hospitality if employers could offer the necessary training to assist them in deepening their emotional labor. Additionally, they would feel satisfied from being able to simulate emotional toil. Training for Employees Both societal and occupational standards dictate that service providers should treat consumers politely. Customers, however, are under no duty to reciprocate kindness or even courtesy. Service providers can struggle to hide their actual emotions when consumers take advantage of the "customers are always right" privilege. Learning how to handle such situations is essential for both employees and corporations. Most training programs in the hospitality sector are focused on how to make customers feel comfortable and welcomed. Newly hired staff receive intense training in this area. Educating new hires on proper conduct and company policies is a crucial part of orientation programs. There are very few designed training programs, discussing how employees feel. However, it is equally necessary to talk about the feelings of line staff since people gain varied work experiences. When employees are offended or insulted by clients, talking openly about their dissatisfaction at work might help them recover. This kind of training offers a variety of outcomes. In the first place, it sends a signal to workers that the business recognizes and values the emotional investment that workers make in their work. Employees may become more productive and dedicated to their companies and occupations because of this favourable feedback. Second, it gives employees a chance to express any bad feelings brought on by their work. Thirdly, by applying this kind of training, businesses may provide their line workers the capacity to control their annoyance or rage. The conversation of a trainer in such a training program was captured by Hochschild (1983). If a passenger snaps at you even though you did nothing wrong, just remember that it is not you at whom he is snapping. It is your uniform, and it signifies what a flight attendant you are. Do not let it bother you. Line employees and managers can discuss uncomfortable feelings and share advice on how to express them in a way that will not offend others using this form of training that focuses on the feelings of online employees. Line employees may eventually communicate their anger to customers if employers do not create formal or informal channels for them to do so. Employee training also emphasizes the deep acting method. Deep acting is a crucial aspect in determining the effects of emotional labor that service professionals face, according to one of the study's key findings. Companies should engage in this kind of training to teach people how to "feel" in specific ways that help them achieve organizational goals, given the benefits that deep acting may have on organizations (i.e., higher customer satisfaction and employee job satisfaction). Deep acting can be accomplished by shifting your attention and re-evaluating the scenario. One method worker might learn to evoke emotions is by shifting their emphasis. It can be accomplished by deliberately reflecting on the occasions that elicit the desired feelings. Method acting is another name for this. Employees can, for instance, consider a humorous movie to conjure up positive feelings. Employees can practice techniques to prompt or suppress specific emotions at will by learning how to direct their attention. To decrease the emotional impact of the negative circumstance, cognitively reappraise it is another deep acting strategy (Grandey, 1999). Reappraising the circumstance is a skill that can help you deal with stress, according to research (Folkman & Lazarus, 1991). Employees can learn how to re-examine the same situation in a different light by using an "as if" hypothesis. For example, Hochschild (1983) described flight attendants who are trained to think about difficult passengers as hungry children so that they will not get angry with them. The internal mechanisms of emotional management are carefully controlled, and exterior emotional displays appear to be more sincere and spontaneous when deep acting is incorporated into staff training programs. Training for Managers There are others besides line workers that carry out emotional labor. Additionally, managers put in a lot of emotional labor. Managing clients and staff are two of a manager's main responsibilities. Customer service requires emotional effort. Even more emotional work is required when interacting with employees. The function of a manager is comparable to that of a show's director. The emotional labor that their cast members do for clients is observed, managed, and directed by them. The role of supervisors in overseeing emotional labor was discussed by Hochschild in 1983. What is off-stage for the line workers is on-stage for the supervisor, she remarked. The role of the managers' is  to make sure that the cast members are in top performing condition. A company must therefore teach managers and supervisors how to undertake emotional labor when dealing with employees. Formal management training programs ought to include training modules on topics like "how to offer emotional support," "how to address employee complaints," "how to provide feedback," and "constructive thoughts." Team Solidarity A team of people delivers a quality service. It necessitates teamwork and coordination. Not only does creating a sense of teamwork aid in the service delivery process, but it also fosters a positive attitude among team members. However, there are two outcomes from this team unity. On the one hand, it might raise spirits, which would enhance performance. On the other hand, it can also serve as the foundation for harbouring resentment toward clients or the business (Hochschild, 1983). In the latter case, if a dissatisfied worker vents his or her frustrations to another line worker, the second worker may end up helping the aggrieved worker instead of defusing the issue. Regardless of what provokes it, supporting anger or a sense of grievance can harm both the company's service and its reputation (Hochschild, 1983). Managers must therefore be conscious of any potential drawbacks of team cohesiveness when fostering it. Employees need to learn how to support one another when having a difficult workday from managers and supervisors. The release of frustration at work might be aided by a slap on the back, friendly eye contact, or back and forth chitchat. Team cohesiveness can be positively influenced by understanding how other employees may be feeling and knowing how to offer emotional support, which can further ensure effective emotional management. Compensation Employees' emotional contributions have not been recognized, even though they have a substantial impact on the bottom line and are essential in determining customer happiness. Although the hospitality sector pays highly for both mental and physical labour, most emotional labour performers only receive minimum wage. Their emotional input, however, cannot be disregarded. The industry must pay its workers fairly if it expects them to perform high-quality emotional labor. In one discussion about wages, the hotel worker made the following simple statement: "Minimum wage desires minimum effort." The salary system in a five-star hotel, according to the general manager of that establishment in the hospitality sector, "you get what you pay for" is true. To attract more qualified candidates, the pay structure needs to be revised. When military personnel perform well deep. They must be praised and recognized for their efforts to continue providing high-quality services. 5-4 LIMITATIONS AND SUGGESTIONS FOR FUTURE RESEARCH This study has its limitations, much like other empirical studies. The restrictions mostly relate to problems with sampling. The samples came from a variety of hotels with differing emphasises on service quality, to start. The samples were from more than half of two-star hotels. Another fifty of the samples are from three- and four-star hotels. Employees' impressions of the effects of emotional work will vary depending on the emphasis that hotels with varying ratings place on both service quality and emotional labor. For instance, a worker at a hotel with extremely specific display standards might view the effects of emotional labor differently than a worker at a hotel without any display rules at all. Since staff of two-star hotels undertake less emotional labor than those of five-star hotels, having more samples from these establishments may have an impact on the study's findings. This study's failure to support half of the hypotheses may potentially be attributable to the sample problem. Another drawback related to the sampling problem is that some samples came from workers who were asked to complete surveys by general managers. This handy sampling technique makes it exceedingly challenging to preserve perfect anonymity, which could bias the study's findings. The outcomes of this study need to be further studied by future researchers because it is an exploratory style of research, and the data analysis results were heavily data driven. Future studies should investigate how social support and job autonomy relate to emotional labor and its impacts as this study did not discover evidence to support their moderating effects on emotional labor. According to Hochschild (1983), both situational and personal factors can affect how people carry out emotional labor. In this study, there was no discernible link between personal traits and emotional labor. As a result, future researchers could update the emotional labor model presented in this work by adding some situational characteristics (such as different emotional states or interactions between employees and customers) as antecedents of emotional labor. These earliest endeavours to map out the components that define the forms of emotional work encountered in various types of service jobs. 5-5 CONCLUSION Employees in the hospitality industry are compensated for their politeness. It takes tremendous work to be consistently kind to strangers. When such an attempt is successful, it is a great feat. Since it influences customer happiness, customer loyalty, and organizational financial performance, emotional labor needs to be handled seriously. Researchers in hospitality should pay close attention to emotional labor. People who perform emotional labor ought to be respected by society. It is believed that this study would help people understand how emotional labor is performed by workers, how it impacts their work outcomes, and how it should be properly quantified. According to the study's findings, depending on how it is carried out, emotional labor can have either positive or harmful effects. Beyond this, it was intended that this research would bring to the attention of the hospitality sector the importance of employees' emotional contributions to the success of the company. CHAPTER SIX: SUMMARY CONCLUSION AND RECCOMMENDATIONS 6.1 Introduction The previous chapter focused on a discussion of findings and this chapter will be centred on the overall summary, conclusions as well as proposing recommendations on the impact of emotional labour on work outcomes. 6.2 Chapter Summaries Chapter one Chapter one focused on the introduction of the topic, background, and statement of the problem. Furthermore, the chapter emphasized the research objectives, delimitations, limitation as well as definition of terms. Chapter two Chapter two dealt with the theoretical framework and conceptual framework. The concept of emotional labour was introduced in the conceptual framework. Chapter three In chapter three, presentation of research methods was explained in detail. As a result, the researcher utilized a quantitative research approach to gather data. A case study research design was also employed. Chapter four Data presentation and analysis were addressed in chapter four. The information was gathered via structured questionnaires. Chapter five Chapter five presented a discussion of research findings. Research findings were discussed in order to see if the findings were corresponding with the scholarly review. 6.3 Conclusions 6.3.1 Recommendations Stress Management Training It is advised that Meikles Hotel regularly hold emotional labor training for its front-line staff. To train new employees and foster a culture of stress management, this training can be implemented into the induction and orientation programs. Programs for ongoing training should also be run. Behaviour modelling training is reportedly "one of the most popular and highly acclaimed psychologically based training strategies" for putting these into practice. 2019 (Chen et al). Modelling, role acting, social reinforcement, and training transfer make up the technique. To explain, staff members are first instructed in effective emotion control strategies before being allowed to assume the roles of customers and employees in a mock situation. Finally, they receive feedback and appreciation from their manager or trainer. Orientation sessions are used to impart suitable attitudes and exhibit regulations to new recruits. To provide employees, the chance to talk about their feelings and learn how to better regulate their emotions, training programs must also place a strong emphasis on their sentiments and general wellbeing. According to Chu (2002), doing so would demonstrate to the staff that the management understands and values the emotional investment that each person makes in their work. As a result, workplace efficiency and employee motivation will both be improved. Second, it gives staff members a chance to express any unfavourable feelings brought on by their work. However, more crucially, such training can help staff members learn to control their anger and aggravation and to understand that it is not a tough customer who is shouting at them, but the company. If a passenger snaps at you and you did not do anything wrong, just remember that it is not you who he is snapping at, according to Hochschild (1983). Your role is defined by your uniform. Do not let it bother you. The focus should be on teaching staff members how to deep act, an emotional labor strategy that has been repeatedly shown to produce better results for staff members (e.g., increased job satisfaction and decreased emotional exhaustion). To carefully control the internal processes of emotion management so that exterior emotional displays are more real and spontaneous, Chung and Huang (2017) argue the significance of incorporating deep acting into training. Additionally, this kind of training gives staff members a great chance to talk about their emotions and frustrations at work, especially when they are hurt or insulted by challenging guests. Also, to be mentioned is the fact that managers should receive this training as well, as they frequently deal with higher levels of emotional labor due to dealing with both subordinates and consumers (Chung and Huang, 2017). Programs for managing stress may utilize both problem- and emotion-focused coping strategies. The former method relates to the actions taken directly with the source of stress, whilst the latter refers to the actions made by an employee to address and lessen stressful sensations and emotions. Recruitment and Selection of right candidates It is important to choose the best candidates for the position. Tests for aptitude and personality can be used. Emotional intelligence assessments would be relevant in the context of the service sector since, according to McShane and Glinow (2010), strong emotional intelligence is required for effective regulation of workplace emotions, particularly when adopting the deep acting technique. This is so because those with higher degrees of emotional intelligence tend to be better at controlling their own and other people's emotions. Deep acting is more challenging to demonstrate and takes a lot of work from personnel to do. It is expected that Grandey (2000) stated that emotionally developed personnel frequently exhibit and practice deep acting. It might be more crucial for Meikles Hotel to re-evaluate staff development and training programs that can assist employees get the skills needed to manage job stress. 6.4. Conclusion The main purpose of this study was to evaluate the impact of emotional labour on work outcomes in a service industry. 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