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This paper is investigating the role of emotion
work in SMTEs and its impact on employees’ turnover. This study population is
consisting of employees who are in a direct contact with tourists in selected
SMTEs. Five scales from the Frankfurt Emotional Work (FEWS) were analyzed using
quantitative approach. The obtained results revealed that the correlations
between the scales of Emotion work and turnover were significant. The analysis
of subscale dimensions shows that the most frequently expressed emotions are
positive emotions while negative emotions are those that are expressed less
frequently. Hence, SMTEs should understand the most important emotional
dimensions that have impacts on employees’ turnover. The study found that
employee's turnover has a signification relationship with the following factors
by order: positive emotions, negative emotions, emotional dissonance,
sensitivity requirement and interactional control. Therefore, we can conclude
that SMTEs should help their employees to show and express positive emotions
and reject expressing negative emotions. SMTEs should decrease the level of
emotional dissonance by being engaged with their employees.
Keywords: Emotion
Work, Turnover, SMTEs, Travel Agencies, Hotels.
There is agreement
that (SMTEs) are drivers of economic growth as SMTEs contributes to the economy
through generating employment chances (Spencer & Matela, 2014). The tourism
and hospitality sectors have impacts on the economic situation in the Egyptian
economy (Eraqi, 2007). It is reflected by the level of the contribution of
SMTEs to the economy. According to OCED (2018), there are 1.7 million full-time
workers serving the tourism industry directly, in addition to 2.2 million
workers in other tourism related sectors. Because of this economic development,
this study is going to investigate the relationship between emotion work and
employees’ turnover in SMTEs. In Small and Medium Tourism Enterprises (SMTEs),
employees should express certain emotions during the work (Nawijn & Biran,
2018). This is a key demand in the services sector, especially for employees
who have direct and frequent contact with customers (Zhao, Yan & Keh,
2018).
One
of the most important factors affecting employees in SMTEs is the direct
interaction with customers (Huffman & Skaggs, 2010). Therefore, employees
controlling of their expression and emotions is required during the work.
However, this emotional and psychological control has different characteristics
and effects when happened in SMTEs (Sohn, 2017). SMTEs have standards of
expectations (implicit or explicit) regarding how employees should behave
emotionally in order to achieve organizational goals. Therefore, the emotion
work not only depends on employees’ behaviors and feelings, but also extends to
performing the emotion work required by SMTEs (Sohn, 2017).
According
to Kramer, Guillory & Hancock (2014), the norms of emotional expression can
be explicit or implicit. Certain organizations explain to their employees what
emotions they should express and offer training on expression emotional
(explicit norms). However, other organizations do not include standards or
emotional rules neither in their organizational culture nor in the job
descriptions. In these cases, it is usually employees’ experience that shows if
he can (not) manage his emotions well (Shipley, Jackson & Segrest, 2010).
Some organizations do not have policies on how to behave. However, this lack is
complemented by social norms and clear expectations about how different
employees should behave (implicit norms) (Kramer et al., 2014). However, the
reasons why employees follow the emotional rules can be three: a) by
motivation; b) by social pressure; or, c) employees’ punishment (Shipley et
al., 2010).
The
role of the expressed and experienced emotions by employees is a key factor in
SMTEs (Ferrada & Camarinha-Matos, 2013). It is important to discover how
emotion work has an impact on them. For example, Hochschild (1983) pointed out
the positive aspects of emotion work. She indicated that employees who are in a
direct interact with customers can express themselves and therefore be
satisfied as they should show positive emotions in their work. Their work
requires them to show friendliness to customers and control their own emotions.
On the other hand, negative emotions might have a positive or negative impact
on tourism (Nawijn & Biran, 2018). There are various studies investigated
the relationship between emotion work and social support or emotional
intelligence (Hochschild, 1983; Ferrada & Camarinha-Matos, 2013; Kramer, et
al., 2014; Sohn, 2017; Nawijn & Biran, 2018). However, there is a lack of
research on the factors that moderate the relationship between the dimensions
of emotion work and employee’s turnover in SMTEs (Karatepe & Kilic, 2015).
Moreover, none of the previously mentioned studies examined how the employees
perceive the impact of emotion work dimensions on their willing to leave a job.
Hence, this study is going to analyze this relationship.
LITERATURE
REVIEW
There are different definitions referring to the
processes involved in the controlling of employees’ emotional expression.
Studies that use term “emotion work” focus on analyzing the rules of emotional
expression and describe the requirement to express certain emotions during the
work (Zapf, 2002). On the other hand, the studies that refer to “Emotional
labor” focus on emotional strategies that can be used by the employees to
respond to the emotional demands by their job (Wharton, 2009). Therefore, this
study is focusing on the perspective of “emotion work”. It allows to
understanding the emotion work as a labor demand related to the characteristics
of the job and its impact on their willing to retain or leave a job.
One of the main aspects in SMTEs sector is the
social interaction with customers in which it is essential to control emotion
work (Wu, Yeh & Xu, 2019). Emotion work concept defined for the first time
by the sociologist Hochschild (1983) to refer to the types of work in which the
employee is required to maintain facial and body expressions with the intention
of creating emotions for the sake of customers. When practicing emotion work,
the employees should have a commitment to express not only their private
emotions, but also the expected emotions by the organizations. Morris &
Feldman (1996) defined emotion work as the efforts of controlling behaviors to
express desired emotions by organizations. In this context, emotion work
consists of expressing certain defined emotions for the job. In the same way
that employees receive orders over how to perform certain tasks, emotion work
determines what kind of emotions they must express.
Emotion work is defined as the
act of showing appropriate motion to meet the desired emotions by organizations
during interpersonal interaction with customers (Karatepe & Kilic, 2015).
It can also define as psychological processes required handling the expected
emotions by organization as part of the work requirements. Zapf (2002)
developed a quantitative method to measure emotion work called Frankfurt
Emotion Work Scale (FEWS). They validated this scale through an exploratory
factor analysis with a sample of employees who worked in an institution for
disabled children and subsequently carried out a confirmatory factor analysis
with two different samples: employees of hotels and workers of a call centre.
Emotion work then appears as a work requirement in those organizations. This
scale is originally composed of eight dimensions (“positive emotions”,
“negative emotions”, “neutral emotions”, “required sensitivity”, “empathy”,
“emotional dissonance”, “control of interaction” and “emotional control”. Lv,
Xu & Ji (2012) and Rathi, Bhatnagar & Mishra, (2013) indicated that
only five dimensions are applicable to tourism and hospitality organizations.
Therefore, this study will use the following dimensions of emotion work:
1. Demands to show
positive emotions (positive emotions),
2. Demands to show
and manage negative emotions (negative emotions),
3. Demands for
empathy and knowledge of the client's feelings (sensitivity requirements),
4. The degree of
control that the employee has over the duration of the interactions with
customers (interactional control),
5. The display of
unfelt emotions and the suppression of emotions felt but that are not
organizationally desirable (emotional dissonance).
Turnover and Emotion Work in SMTEs
According to Kim (2014), the
employee’s turnover is related to the rate of the staff that were leaving their
work during a certain period, but before the end of the expected contract. It
is considered one of the most important contemporary problems facing any
business operation. The word “turnover” was defined by Chikwe (2010) as
follows: The percentage of the number of workers who had left the SMTEs during
a certain period. The ratio was divided by the average total of workers in
these SMTEs during this period.
In (SMTEs), it is vital to
increase employees' satisfaction and decease the turnover rate. Staff turnover
is one of the most important subjects to any (SMTEs) and it requires special
consideration (Karatepe & Kilic, 2015). Employee turnover can be expressed
as a percentage, which indicates the rate at which employees join and leave the
SMTEs. Turnover arises mainly from the dissatisfaction of the workplace for an
individual employee (Kim, 2014). However, just being unhappy in a job is not
the only reason why employees leave one SMTEs to go to another. The idea of
emotional labour in SMTEs particularly require more investigations by
researchers as tourism and hospitality jobs involve employees who express
feelings such as to be friendly, enthusiasm and cheerful despite negative
emotions that they may experience in their life (Igbojekwe, 2016). This study
is focusing on the studying the relationship between Emotion work and its
impact on turnover in SMTEs.
Dimensions
of Emotion Work
The requirement to express
certain emotions may have positive consequences on employees. One of the main
beneficial effects that derived from emotion work is self-efficacy (Bozionelos,
2016). When employees adapt their emotional expression to the expected
standards, it increases the perception of professional effectiveness and
facilitates the achievement of work objectives (Chinomona & Chinomona,
2018). On the other hand, studies showed that emotion work involves the
management of emotions of others (e.g. tourists) and this can be experienced as
empowerment or revoking for employees (Conroy, Becker & Menges, 2017).
Positive Emotions
Hochschild (1983) indicated how
the work of the flight attendants not only be described by the physical tasks
but also by the interaction with customers. Hochschild described that flight
attendants should be friendly with customers and respond positively to any
problem that passengers may have. These expectations of expression determined
by a series of “emotional rules” established by the airline companies and they
specify which emotions the flight attendants must show according to the
different situations. However, some passengers may behave aggressively and
create an unpleasant interaction. However, even in some situations in which the
hosts do not feel happy, they must simulate the required emotions by the
airline companies (Del Chiappa & Atzeni, 2016). In this context, flight
attendants must control and sometimes suppress their emotions to express those
demanded by airline companies. Emotion work is a labour demand that affects all
employees of the SMTEs to which they are required to show specific emotions
(Drach-Zahavy, Yagil & Cohen, 2017). Therefore, emotion work is the action
of expressing the appropriate emotion that prescribed by the organizations
(Farny, Kibler & Down, 2019).
The requirement to express
positive emotions is one of the dimensions of emotion work (Ferrada &
Camarinha-Matos, 2013). Tourists are paying to have a good time and want to
receive a special service and good treatment. Therefore, they expect the
kindness and friendliness of employees. Employees' emotions should be authentic
to have a positive effect on the customers (Genc & Gulertekin Genc, 2018).
The expression of positive emotions facilitates the development of interactions
between employee and customers and increasing the possibility of solving
difficult situations or conflicts (Giorgiana Grama & Băiaș, 2018). If an
employee expresses positive emotions, the customers will respond with pleasant
emotions causing satisfaction. If employees express and feel positive emotions,
it should have positive effects on staff wellbeing (Heaphy, 2017). SMTEs
suggest the required and undesirable emotions that should be expressed by their
employees (Koc & Bozkurt, 2017). Tour leaders are requested to manage their
emotions and show positive ones. They confirmed expressing positive emotions creates
a positive environment for tourists and themselves (Torland, 2011). Therefore,
the first hypothesis is investigating the positive emotions at work as
positively related to employees’ retention and low rate of turnover.
Negative Emotions
Burnout is the main negative
consequence of the negative emotions (Popov et al., 2018). Burnout is
considered as a response to chronic emotional and interpersonal stressors that
are found at work (Nyanjom & Wilkins, 2016). Negative emotions refer to the
action of employees when expressing unpleasant emotions towards their customers
(Nawijn & Biran, 2018). For example, if tourists are not respecting the
rules of swimming pool in hotels, you should become angry or strict. Some SMTEs
encourage their employees to put their customers in a negative mood (e.g.
provoke the guests' fear of reserving with other travel agencies (Wu, Yeh &
Xu, 2019). Some SMTEs have rules of showing that they are very busy and working
under pressure and therefore asking their employees to give the impression of
being in a bad mood when dealing with tourists (Rathi, Bhatnagar & Mishra,
2013). Therefore, this research suggests that expressing negative emotions have
a negative impact on the employee’s retention (Hypothesis 2).
Sensitivity Requirement
In sensitivity requirement,
employees should be sensitive to customer emotions (Igbojekwe, 2016). For
example, staff working in the reception of travel agencies should show sympathy
when a customer is desperate (Li,, Scott & Walters, 2015). Therefore, it is
very important for employees to show the right emotion to perceive customer
emotions. Sensitivity requirement is very important for employees when dealing
with tourists’ complaints. Therefore, employees who can understand tourists’
emotions can be successful in their work (Torland, 2011). Hence, hypothesis two
was suggested to study the sensitivity requirement as a positive factor
affecting the rate of employees’ turnover.
Interactional Control
Interactional control refers to
the degree allow or prevent employees to complete the interaction with tourists
if feel it appropriate (Del Chiappa & Atzeni, 2016). It is very important
in SMTEs to keep a level of personal interaction with tourists (Genc &
Gulertekin Genc, 2018). Therefore, hypothesis four suggested: High level of
organizational control on staff interactions with tourists has a negative
impact on employees willing to stay in their job (Hypothesis 4).
Emotional Dissonance
On the other hand, there is a
negative relationship between emotion work and employee’s satisfaction (Del
Chiappa & Atzeni, 2016). The key aspect that influences the effects of
emotion work is emotional dissonance (discrepancy between the emotions that the
employee feels and what should be expressed) as well as the type of emotional
strategy used to respond to emotional demands (Newnham, 2017). The emotional
dissonance is considered a stress element that cause emotional exhaustion on
employees (Torland, 2011). If positive emotions were pretended because there
was a discrepancy between the felt and expressed emotions (emotional
dissonance), it will not generate positive effects on the welfare of the
employees and might be harmful to their Health (Conroy, Becker & Menges,
2017). In this way, emotional dissonance has a mediating role in the
relationship between positive emotions and self-efficacy.
Emotional dissonance considered
as a dimension of emotion work that have negative consequences on employees.
Emotional dissonance can threaten the authenticity of any employee and can lead
to a depressive mood. Hochschild (1983) stated that if employees express (or
they must express) emotions that they do not feel, they can suffer a problem
with their own feelings and consequently might lead to psychological stress.
However, if employees do not feel the emotions they should feel, they can
develop feelings of guilt or hypocrisy that may contribute to diminish their
self-esteem (Drach-Zahavy, Yagil & Cohen, 2017). Therefore, SMTEs should make
their employees feel little emotional dissonance.
MATERIALS AND METHODS
This study is using
quantitative approach to measure the research problem. It will use the
quantitative approach using structured questionnaire. Five hypotheses related
to the study problem will be tested. The questionnaires were containing 20
questions. After data is collected, SPSS software used to analyse the
quantitative data. Statistical Package for the Social Sciences, (SPSS version
20) used to perform the required analysis.
To achieve the research
goal, researcher used the statistical package for the Social Science (SPSS)
version 20 for Manipulating and analysing the data. For example, frequencies
and Percentile, person correlation coefficients for measuring validity of the
dimension of the questionnaires, Chi-Square test, independent sample t-test to
test the difference between two means of samples and one-way ANOVA test for the
difference between means three samples or more.
Population and Sample
The population is defined
as the set of subjects or elements that present common characteristics (Rich,
2013). Travel agencies category (A and B) and three and four-star hotels in
Egypt which have less than 200 employees in total were targeted (EMNES, 2017).
Employees from selected 10 hotels and 15 travel agencies were asked about their
opinions towards the investigated phenomena. The systematic sampling is a
random sampling technique that is frequently chosen by researchers for its
simplicity and its periodic quality. Moreover, in systematic random sampling,
the researcher first starts by randomly pick the first item or subject from the
population. After that, the researcher is going to select each subject from the
list (Subramani, 2013). Based on that, the sampling method used is systematic
sampling probability technique (Subramani, 2013). The population of this study
consists of 600 employees working in SMTEs (hotels and travel agencies) (Table
1). Only 390 questionnaires were completed with a response rate (65%). The
questionnaire was directed to employees who are in a direct contact with
tourists in the selected SMTEs.
Instrument
The questionnaire was provided with a covering
letter explaining the purpose of the study, the aim of the research and the
confidentiality of the information in order to encourage a high response. The
variety in these questions aims to meet the research objectives, and to collect
all the necessary data that can support the discussion, results and
recommendations. The closed questionnaire questions follow Likert scale by
assigning it with a number from one to five, where (5) represents the highest
acceptance degree and (1) represents the lowest acceptance degree as
illustrated in (Table 2). The questionnaire was developed based on Frankfurt
Emotion Work Scales (FEWS) that evaluates the emotion work of employees. The
Likert Scale of FEWS were used which were modified in order to measures
employees’ attitudes towards their intention to stay or leave a job. The
questionnaire is consisting of five dimensions (Positive emotions, negative
emotions, sensitivity requirement, interactional control and emotional
dissonance).
In this study, five dimensions were investigated by
asking three to four questions for each dimension. For example: positive
emotions (do you have to express pleasant emotions towards guests?), negative
emotions (Do you have to express unpleasant emotions towards your customers?),
requirement of sensitivity required (Is it important to know how customers feel
at that moment?), interactional control (does your work allow you to finish the
conversation if you consider it appropriate?), emotional dissonance"
(should you express emotions that do not match your true feelings.
To ensure the validity and reliability of this
questionnaire, it was revised and amended by experienced people working in the
organizational behaviour field. Moreover, content validity test was conducted
by consulting experts (Rich, 2013). Firstly, they requested to evaluate and
identify whether the questions agreed with the scope of the dimension and the
extent to which these dimensions reflect the concept of the research problem.
Secondly, they requested to evaluate the validity of the instrument. Moreover,
to ensure the validity of the questionnaire, criterion-related validity test
(Pearson test) which measures the correlation coefficient between each item in
the dimension and the whole dimension is conducted.
Criterion
Related Validity
RESULTS
Demographic
Data
Table 4 shows the highest percentages for gender
reached (54%) for female in travel agencies while in hotel (54%) for males. The
percentages for age highest reached (45%) for age category between 30-40 years
in travel agencies while in hotels reached 42% for the same category as well.
Positive
Emotions
Table 5 shows that the mean are between
(4.57-4.40). The highest mean for item (3) “Do you have to express, according
to the situation, different positive emotions” with a total answer of agree,
but the lowest mean was for item (1) “Do you have to express pleasant emotions
to customers?” with answer totally strongly agree. The overall mean for “positive
emotions” (4.48) with answer strongly agree.
Negative
Emotions
Table 6 shows that the mean is between (4.42-4.20)
The highest mean for item (2) “Do you have to put customers in a negative mood
in your work (e.g. disturb or provoke fear)?” with answer strongly agree, but
the lowest mean was for item (1) “Do you have to express unpleasant emotions
towards your customers (e.g. becoming angry if you do not respect the rules)?”
with answer strongly agree. The overall mean for “negative emotions”
(4.34) with answer strongly agree.
Sensitivity
Requirement
Table 7 shows that mean are between (4.32-4.14). The highest mean for
item (1) “Is it necessary in your work that sympathizes with the emotions of
the customers?” with answer strongly agree, but the lowest mean was for item
(3) “Do you have the intention to stay in your job because of that emotions?”
with answer totally agree. The overall mean for “sensitivity requirement”
(4.26) with answer strongly agree.
Interactional
Control
Table 8 shows that mean are between (4.25-3.65).
The highest mean for item (2) “Can you decide the same amount of time you
dedicate to customers regardless of their needs?” with answer strongly agree,
but the lowest mean was for item (3) “Do you have the intention to stay in your
job because of that emotions?” with answer totally strongly agree. The overall
mean for “Interactional control” (4.06) with answer strongly agree.
Emotional
Dissonance
Table 9 shows that mean are between (4.53-3.92).
The highest mean for item (1) " Can you express emotions that do not match
what you feel in that particular moment towards the customers?" with
answer strongly agree, but the lowest mean was for item (2) " Express
pleasant emotions or unpleasant emotions when it really feels different?” with
answer totally agree. The overall mean for emotional dissonance "(4.28)
with answer strongly agree.
Comparing
Between Dimensions
Table 10 shows the general weight mean for each
dimension and their importance. The weight mean is between for all dimensions
(4.54-4.06). The best dimension according to mean is positive emotions. The
last rank is Interactional control.
ANOVA
Analysis for the Emotion Work Dimensions and Turnover
Table 11 is ANOVA analysis for the emotion work dimensions and turnover. According to p-vale (0.000) which is less than (0.05), this indicates that the relation between independent variables and dependent variable are significant. The results of the ANOVA test indicate that there was a significant difference in turnover intention among employees (F=11.574). Therefore, this research can use these variables (positive emotions, negative emotions, sensitivity requirement, interactional control and emotional dissonance) to predict (employees’ turnover).
From
the previous analysis, this research can conclude that there is strongly
agreement about Positive emotions dimension especially item number two in the
questionnaire related to low rate of employees’ turnover. There is strongly
agreement about Negative emotions impact on high rate of employees’ turnover.
There is agreement about sensitivity requirement and interactional control
dimensions impact on turnover, but it is not strongly agreement like the other
dimensions. There is also strongly agreement about the relationship between
emotional dissonance dimension and high rate of turnover.
DISCUSSION AND CONCLUSION
The objective of this
study is to investigate the key issues related to employees’ turnover from the
point of view of the emotion work dimensions through quantitative analysis.
Moreover, the population of this study was employees working in SMTEs and has a
direct contact with tourists (e.g. travel agent, receptionist, etc.). We have
noticed that responders strongly agree about dimensions (positive emotions,
negative emotions, emotional dissonance) with overall mean for these dimensions
between “4.26 to 4.54”. On the other hand, the researchers found that
respondents agree to dimensions “interactional control and sensitive
requirement” with the overall mean for these dimensions around 4.06. To conclude,
there is a significant relationship between dependent variable “employees’
turnover” and independent variables of emotion work dimensions.
There is rapid increase of
the number of SMTEs over the world. Therefore, those companies must think
deeply in how to retain their employees by satisfying those (Chinomona &
Chinomona, 2018). However, most of these organizations require their employees
to express certain emotions and feelings in the work. Some of these emotions
might have a negative impact on employees and therefore might leave their jobs
and lead to high rate of turnover (Shipley, Jackson & Segrest, 2010).
Hence, SMTEs should understand the most important emotional dimensions and
their impacts on employees’ turnover that eventually lead to customer
retention. Consequently, this study explored the emotional dimensions that
affect employees’ turnover. As a result, the study found that employee's
turnover has a signification relationship with the following factors by order:
positive emotions, negative emotions, emotional dissonance, sensitivity
requirement and interactional control.
Therefore, we can conclude
that SMTEs should help their employees to show and express positive emotions
and reject expressing negative emotions. SMTEs should decrease the level of
emotional dissonance by being engaged with the employee’s personal problems and
trying to solve them if possible. SMTEs should hire a HR employee who has an
experience in organizational behavior and can help employees who practicing
emotional dissonance. Eventually, if SMTEs can manage employees’ emotions
positively, they will avoid many other problems such as turnover. SMTEs should
create their own emotional model that represents the factors that affect
employee’s turnover.
This study is limited
to employees who are working in direct contact with guests in Egypt. Moreover,
the sample of this study is limited to SMTEs employees working in travel
agencies and hotels. Therefore, future researches might explore the emotion
work dimensions and its impact on other HR practices. Other researcher can
investigate this phenomenon in depth in hotels and travel agencies
individually. They can use other approaches such as qualitative approach or
other quantitative methods.
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