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From emotional labor to customer loyalty in hospitality


Purpose
The purpose of this study was based on the job demands -resources model (Bakker et al., 2004) and conservation of resources theory (Hobfoll, 1989) by using three levels of variables, namely, company (i.e., perceived organizational support), department (i.e., abusive supervision), and employee (i.e., deep acting, surface acting, and self-efficacy) levels, to investigate its interactions with contextual influences on service quality and its linkage with customer loyalty.


Design/methodology/approach
A three-level hierarchical linear model was examined in research settings by using a dyadic data set of 1,082 service employees and customers in international tourist hotels.


Findings
Findings revealed that deep acting relates positively to service quality, surface acting relates negatively to service quality, and service quality relates positively to customer loyalty. For the three-level interactions, the positive relationship between deep acting and service quality was strengthened by perceived organizational support (POS) and self-efficacy but weakened by abusive supervision. By contrast, the negative relationship between surface acting and service quality was mitigated by POS and self-efficacy but exacerbated by abusive supervision.


Originality/value
Given the importance of emotional labor research in the hospitality industry, the current study contributes to the areas of service quality and customer loyalty and suggests future directions for hospitality research.
