Are Hospitality Employees Equipped to Hide Their Feelings

By A. Pizam. 2004

95 citations recorded by the source corpus.

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Reducing burnout and enhancing job satisfaction: Critical role of hotel employees’ emotional intelligence and emotional labor (2012, unknown): “In the hospitality industry, where face-to-face and voiceto-voice interactions between service providers and customers continually occur, employees are particularly vulnerable to the demands of emotional labor (Pizam, 2004).”
Is all Support Equal? The Moderating Effects of Supervisor, Coworker, and Organizational Support on the Link between Emotional Labor and Job Performance (2017, background): “Many service work settings have een used by researchers studying emotional labor: retail hops, hotels, restaurants, cruise ships, airline, and tour ompanies (Duke et al., 2009; Hur et al., 2015; Lee and k, 2012; Lee et al., 2015; Pizam, 2004; Seymour, 2000; an Dijk et al., 2011).”
Emotional intelligence, emotional labor, perceived organizational support, and job satisfaction: A moderated mediation model (2019, background): “Hospitality employees need to take an enthusiastic and friendly attitude when serving customers even if they are in a bad mood or facing some difficult customers (Pizam, 2004).”