Understanding hotel frontline employees’ emotional intelligence, emotional labor, job stress, coping strategies and burnout
By Hyung-Min Choi, Abuelkassem A. A. Mohammad, Woo Gon Kim. International Journal of Hospitality Management, 2019
207 citations recorded by the source corpus.
Abstract This study aims to examine (1) the singular mediation effects of surface acting (SA), deep acting (DA), and job stress (JST) between EI and burnout, (2) the sequential mediation effects of SA–JST and DA–JST between emotional labor and burnout, and (3) the moderation effects of coping strategies in mitigating the effect of JST on burnout. The authors employed a mail survey and collected valid data from 344 hotel frontline employees to examine the theoretical model. One of the significant findings is that the link between EI and burnout is mediated by a singular mediator of JST, as well as by both sequential mediators of SA–JST and DA–JST. The findings also reveal that the strategies of active coping and seeking support alleviate the undesirable phenomenon of burnout resulting from emotional labor stress, while avoidant coping strategy does not have any significant moderation effect.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/0e90ab2c81e1ffcfb4d725da3870fdd66c32eee9
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In Organizational Behavior and Human Resource Management
In Social Psychology
In Sociology and Political Science
Citations in the corpus
- COVID-19, frontline hotel employees’ perceived job insecurity and emotional exhaustion: Does trade union support matter? (2021, background): “EE is the most apparent sign of burnout and causes stress, fatigue, depression, and insomnia (Choi et al., 2019).”
- Emotional exhaustion and its consequences for hotel service quality: the critical role of workload and supervisor support (2020, background): “Thus, if the job stress reaches a certain threshold, managers should take adequate actions, such as, for example, allowing employees to take time off to recharge (Choi et al., 2019; Wen et al., 2020).”