Effects of emotional labor on customer outcomes

2012 ◽  
pp. 177-181
Author(s):  
Lee Yiing ◽  
Yuhanis Aziz ◽  
Samsinar Sidin ◽  
Rosli Saleh
Keyword(s):  
Emotional Labor ◽  
Customer Outcomes

Faking it: salesperson emotional intelligence’s influence on emotional labor strategies and customer outcomes

2018 ◽  
Vol 33 (1) ◽  
pp. 53-71 ◽  
Author(s):  
Duleep Delpechitre ◽  
Lisa Beeler
Keyword(s):  
Emotional Labor ◽  
Business Environment ◽  
Assessment Tools ◽  
Behavioral Strategies ◽  
Sales Managers ◽  
Content Type ◽  
The Relationship ◽  
Business To Business ◽  
Customer Outcomes ◽  
Potential Customers

Purpose The purpose of this paper is to investigate how salesperson’s emotional intelligence (EI) influences salesperson behaviors (i.e. emotional labor strategies) and the influence these behavioral strategies have on customer’s outcomes. Design/methodology/approach The study develops a conceptual model using past literature and tests hypotheses using a salesperson-prospective customer dyadic sample. To participate in the study, 224 salespeople and their potential customers were recruited from three different companies. Findings Results reveal the importance of conceptualizing the dimensionality of a salesperson’s EI ability, as different dimensions impact customer outcomes differently. Additionally, the importance of salesperson’s authentic emotional labor strategies is highlighted. Practical implications EI is a foundation for successful selling in a business-to-business environment, but it is not a silver bullet. Sales managers and recruiters should use assessment tools to evaluate sales recruit’s EI, but it is also critical to train salespeople to engage in deep acting, creating authentic emotions in the buyer-seller relationship. Originality/value Using a dyadic sample, this study suggests that the dimensions of EI and emotional labor strategies influence customer’s perception of salesperson’s trustworthiness and propensity to continue the relationship with the salesperson differently. Specifically, not all dimensions of salesperson’s EI is found to be positive, and only salesperson’s authentic (deep) emotional strategies are found to influence customer outcomes positively.

Emotion Cycles in Services: Emotional Contagion and Emotional Labor Effects

2019 ◽  
Vol 22 (3) ◽  
pp. 285-300 ◽  
Author(s):  
Xiao-Yu Liu ◽  
Nai-Wen Chi ◽  
Dwayne D. Gremler
Keyword(s):  
Customer Satisfaction ◽  
Service Delivery ◽  
Emotional Labor ◽  
Positive Emotions ◽  
Emotional Contagion ◽  
Service Organizations ◽  
Service Encounters ◽  
Surface Acting ◽  
Potential Influence ◽  
Customer Outcomes

Service organizations encourage employees to express positive emotions in service encounters, in the hope that customers “catch” these emotions and react positively. Yet customer and employee emotions could be mutually influential. To understand emotional exchanges in service encounters and their influences on customer outcomes, the current study models the interplay of emotional contagion and emotional labor, as well as their influence on customer satisfaction. Employees might catch customers’ emotions and transmit those emotions back to customers through emotional contagion, and employee emotional labor likely influences this cycle by modifying the extent to which emotional contagion occurs. Data from 268 customer-employee dyads, gathered from a large chain of foot massage parlors, confirm the existence of an emotion cycle. Deep acting, as one type of emotional labor used by employees, hinders the transmission of negative emotions to customers, whereas surface acting facilitates it. Both customer emotions and employee emotional labor thus have critical influences on service encounters. The findings highlight the importance of understanding the potential influence of customer preservice emotions and the presence of an emotion cycle during service delivery.

Sign in / Sign up

Export Citation Format

Share Document