Customer Reactions to Emotional Labor: Moderating Role of Human Resource Practices between Emotional Labor and Customer Outcomes
DOI:
https://doi.org/10.7903/cmr.24435Keywords:
Emotional labor, Emotions, Customer outcomes, HR practices, AMO framework, Surface acting, Deep acting, Perceived service qualityAbstract
Frontline employees’ emotional labor—regulating emotions to deliver “service with a smile”—plays a critical role in shaping customer experiences. While a lot of research has looked at how this affects employees' well-being, not much has examined the effect on customers. This paper addresses that gap by classifying and analyzing the effects of employee emotional labor and the function of human resource (HR) procedures using the Ability–Motivation–Opportunity (AMO) framework as a theoretical lens. In order to demonstrate how AMO-aligned HR systems enhance the positive effects of deep acting and reduce the negative consequences of surface acting on customer outcomes, we propose a unique moderation model. In particular, we theorize that HR practices moderate these relationships through three domains: skill-enhancing, motivation-enhancing, and opportunity-enhancing practices, which help employees manage their emotional displays more effectively. The proposed framework offers new insights into how organizations can align HR practices to support emotional labor and make customer experiences better. Theoretical implications include the integration of emotional labor and HR management (HRM) literature, while managerial implications offer HR strategies in the service industries.
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