Emotional Labor on Job Performance in the Service Industry
Keywords:
Emotional labor, job performance, Non-experimental quantitative design, correlation, service industryAbstract
This study explores the relationship between emotional labor and job performance among 100 the employees in the service industry. Emotional labor strategies—Surface Acting, Deep Acting, Emotional Consonance, and Suppression—were assessed alongside job performance indicators such as Stress Management, Working Environment Condition, Workload, and Salary. Results indicate high practice of Surface Acting (M = 4.03), Emotional Consonance (M = 4.04), and Suppression (M = 3.93), and moderate practice of Deep Acting (M = 2.81). Job performance is perceived positively (grand M = 4.07). Strong, significant correlations were found between emotional labor and job performance, particularly for Deep Acting (r = .743, p < .001) and Suppression (r = .753, p < .001).
Recommendations include emotional regulation training, supportive environments, and enhanced reward systems to improve employee well-being and job performance. Furthermore, it is recommended that service companies promote a work environment that values work-life balance by offering schedules and breaks. This approach can help alleviate the stress experienced by service staff resulting from their guest interaction. Additionally, service-oriented organizations can enhance their incentive programs and rewards system to inspire employees to uphold job standards in demanding roles. By implementing these recommendations into practice, the service industry can greatly boost the well-being of its workforce resulting in productivity and ultimately contributing to the success of the company.
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