CHAPTER 1 INTRODUCTION

Emotional labor is the active control and regulation of outward emotion in a service job. Many employees must regulate their emotions when dealing with

employees, as well as, coworkers and supervisors. Many studies have viewed emotional labor as a positive benefit to employees and businesses through an economic aspect. However, there are negative costs to emotional labor. Studies have shown that an emotional labor job leads to employee exhaustion and burnout and therefore reduces employee well-being.

Employees in emotional labor jobs must usually abide by display rules. In the service industry, businesses often endorse positive display rules. In this case, requiring employees to be kind, happy, and perform service with a smile. Positive display rules have been found to result in emotional exhaustion and lower task accuracy in employees. As well, emotional demands have been correlated to job burnout with emotional dissonance as a mediator (Bakker and Heuven, 2006). Job burnout is related to

exhaustion and cynicism. These two requirements of emotional labor have a negative effect on employees and consequently reduce their well-being. Display rules and emotional demands often require employees to practice deep acting and surface acting. Deep acting is essentially pretending to feel an emotion to cover up how you are truly feeling, while surface acting is simply putting on an outward appearance of a certain emotion, although that is not how you truly feel. Awareness of display rules was found to be positively related to deep acting and surface acting. These two acting techniques are also positively related to emotional exhaustion (Grandey, 2003). However, in this study deep acting when compared to surface acting was not significantly related to emotional exhaustion. This may be explained by the idea that surface acting requires more emotion regulation because you are simply trying to hide true feelings rather than trying to experience the desired emotions. Faking emotions not only causes exhaustion but can lead to emotional estrangement, as well. Emotional

estrangement is the confusion of emotions, or not knowing how one should feel in a certain situation, which is also not healthy for employees. Another stressful aspect of emotional labor jobs is customer incivility. Customer incivility is when customers are rude, impolite, and discourteous to employees. Not only do service employees have to regulate their emotions but they often deal with unruly customers. Even more stressful is that they must try to keep up the positive display of emotion although the customer may not deserve courteousness. Customer incivility was found to be positively related to employee emotional exhaustion and negatively related to customer service performance (Sliter et al., 2010). In other words, the ruder the customer was the more emotional exhaustion the employee experienced. While the ruder the customer was the less good service performance was perceived. Not only does this customer incivility lead to emotional exhaustion for the employee it could also lead to the employee being reprimanded by a supervisor for poor customer performance, adding to job stress and exhaustion. Sliter et al. (2010) also found that emotional labor

(suppression of negative emotions and faking positive emotions) fully mediates the relationship between customer incivility and emotional exhaustion. This study supports that customer incivility causes more emotional labor effort, such as deep acting or surface acting, and therefore leads to emotional exhaustion. It is obvious that when someone is uncivil to another person it will most likely have a negative effect on that person. Another study examined differences between outsider versus insider abuse in an emotional labor job. Customer verbal abuse was more frequent then supervisor or coworker verbal abuse. Customer verbal abuse was also a better predictor of the targets emotional exhaustion then supervisor and coworker verbal abuse. Finally, in a job with more emotional labor demands there were more frequent accounts of customer verbal abuse, while supervisor and coworker verbal abuse did not fluctuate by emotional demands (Grandey et al., 2007). This information supports that although customer abuse is exhausting whether it is a high emotional labor occupation or not, customer abuse is higher in emotional labor jobs. Together these studies provide evidence that emotional labor requirements such as; positive display rules and emotional demands that involve deep acting and surface acting lead to emotional exhaustion and job burnout. Emotional exhaustion itself will

reduce employee well-being because stress and exhaustion are proven to have physical and psychological effects.While job burnout may lead to unemployment and may potentially harm ones self and family due to a lack of means to live.Another important point is that incivility from supervisors, coworkers, and customers especially,has been found to lead to emotional exhaustion with customer incivility at its highest in emotional labor occupations. In conclusion, emotional labor may greatly reduce an employees well-being due to emotional exhaustion.

Emotional labour is result of social interaction, and influenced by social, cultural, interpersonal and situational factors of lives. Individuals suppress feelings for displaying socially accepted emotion appropriate in the situational context. For example, showing excitement about a colleagues promotion or suppressing anger when being cut off by someone in a waiting line. The client interact with frontline employees of the organisation while their visit. The consumers could not separate the service quality from the quality of experience they have during their visit. This has compelled organisations to have control or regulation over the employee emotions at the work place. As the interaction between the service provider and guest is at the core of the service experience, this study emphasizes the important role of managing behavior and emotions in the delivery of quality service. The common perspectives in these works are (1) that emotions play a critical role in the delivery of service excellence and customer loyalty and (2) that organizations ensure this delivery of quality guest services most often by implementing organizational display rules.

EMOTIONAL LABOUR
The individual has to show particular type emotions in certain set of situations, irrespective of their real emotional state in accordance with collective norms. The individual either conceals or exaggerates actual feeling, to confirm with collective norms (called display rule). Some effort is required in concealing or exaggerating the real

emotions, the effort is called emotional labour. Aril R. Hochschild (1983), an American sociologist coined the term in her seminal book The Managed Heart: Commercialization of Human Feeling. She defined the term as management of feeling to create a publicly observable facial and bodily display (p.9). She emphasized the impression management by service employee is emotional labour. Further, she also specified three features of jobs involving emotional labour; as: a) must have face- to- face or voice- to- voice interaction; b) must have some organizational or professional display rules; and c) must induce a favorable emotional state. Researchers have defined the emotional labour differently along time; Mumby and Putam (1992) defined emotional labour as the way the employees manage to hide their real emotions to conform to display rule. They professed wider range of emotions for employees is required to enhance productivity and nurture subjective well-being for them and their family. Ashforth and Humhery (1993) defines emotional labour as an act of displaying appropriate emotions considering the objective if impression management to better social perception of himself/ herself as well as to condition of interpersonal climate (Grander & Martinko, 1988). Grandey (2000) defines emotional labour involving managing emotions so that they are in accordance with organizational or professional display rule. This conceptualization has an inherent assumption that some organization or profession has some set of emotions which are to be displayed during personal interaction with clients. There persist ambiguities in conceptualization of emotional labour (Bono & Vey 2005; Glomb & Tews 2004), even though a common thread running through every conceptualization is emotional labour involves managing emotions so as to confirm to organizational or professional display rule; individual put some effort to conceal or exaggerate their true feelings to satisfy organizational requirement (Diefendorff, Croyle & Gosserand 2005; Glomb & Tews 2004; Grandey 2003; Mann 2004). Thus, emotional labour is the deliberate cognitive effort of the employees to display emotions as per organizational or professional display rule, and are paid for their meliorate performance

in developing positive identification with clients in interpersonal interaction. Emotional labour focuses primarily on behavioral expression and non- expression or suppression of felt emotions to be confirming to display rule. The emotional display is not spontaneous process so the employees may modify their display in two ways (Ashforth & Humphrey, 1999; Hochschild, 1979, 2000), either by modifying their true feelings or through deliberate skin thick emotional display. The former strategy to modify emotional display will lead to Deep Acting, as nurse may be sympathetic towards a gravely ill patient, she may modify her feeling to look empathetic towards him. The latter strategy will lead to other type of emotional labour called Surface Acting, for instance a restaurant attendant who has just been called down for billing mistake, will greet next guest with smile and charming body, he just have painted on/ doing affective display or faking emotion without any resemblance with his true feeling. The varieties of emotional labour are all intrinsically false, though they differ in intentions. The deep acting is modifying internal emotions to fit the organizational or professional display rule, in good faith of the concerned, whereas surface acting involves skin thick, fake or cunning emotional display. Thus emotional labour is concluded to be the amount of effort put into by service employee in concealing or exaggerating their true feeling in a planned and controlled way with an intention to induce behavioural satisfaction to client, as well as managing better social perception of himself/ herself along with organization. The emotional labour may be majored on dimensions (Hochschild, 1983 & Morris and Feldman, 1996): I. Type of emotional labour: a. Surface acting, b. Deep acting. II. Frequency of interaction; IV. III. Attentiveness: a. Intensity of emotions, b. Duration of interaction. Varity of emotions required; and emotional dissonance.

The emotional labour has been related to various job behaviours in researches, as it was found to be negatively related to job satisfaction, memory performance, depersonalization, and positively with job stress, hypertension, heart disease, and even to exacerbate cancer, emotional exhaustion and burnout.

BURNOUT
Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and prolonged stress. It occurs when one feel overwhelmed and unable to meet constant demands. As the stress continues, individual begin to lose the interest or motivation that led you to take on a certain role in the first place. The use of the term burnout for this phenomenon began to appear with some regularity in the 1970s in the United States, especially among people working in the human services. This popular usage was presaged by Greenes 1961 novel, A Burn-Out Case. The importance of burnout as a social problem was identified by both practitioners and social commentators long before it became a focus of systematic study by researchers. Burnout as a psychological term for the experience of long-term overwhelmed of emotional exhaustion, loss of energy, and withdrawal from work was introduced in the mid 1970s by two American researchers, Herbert Freudenberger and Christina Maslach, who independently described the phenomenon. Burnout is the result of remorseless stress, but it isnt the same as too much stress. Stress, as a rule, involves too much: too many pressures that demand too much of individual physically and psychologically. Stressed people can still imagine, though, that if they can just get everything under control, theyll feel better. Burnout, on the other hand, is about not enough, being burned out means feeling empty, devoid of motivation, and beyond caring. People experiencing burnout often dont see any hope of positive change in their situations. If excessive stress is like drowning in responsibilities, burnout is being all dried up. One other difference between stress and burnout: While youre

usually aware of being under a lot of stress, you dont always notice burnout when it happens. The burnout concept was developed from field observations not from theory. Herbert Freudenberger and Gail North have theorized that the burnout process can be divided into 12 phases, which are not necessarily followed sequentially, nor necessarily in any sense be relevant or exist other than as an abstract construct.

A compulsion to prove oneself Working harder Neglecting one's own needs Displacement of conflicts (the person does not realize the root cause of the distress)

Revision of values (friends or hobbies are completely dismissed) Denial of emerging problems (cynicism and aggression become apparent) Withdrawal (reducing social contacts to a minimum, becoming walled off; alcohol or other substance abuse may occur)

Behavioral changes become obvious to others Inner emptiness Depression Burnout syndrome There may be various sources contributing to the burnout, and the have been

broadly divided into three categories: 1. Job related: unclear and impossible requirements; prolonged high time with no down time; big consequence of failure; lack of personal control, recognition; and poor leadership. 2. Lifestyle causes: too much work with little balance; no help or supportive resources; too little social support, sleep, and time off.

3. Psychological factors: perfectionist tendency; pessimism; excitability; type A personality; poor fit for the job; and lack of belief in what individual do. Burnout is the devastating psychological conditions brought about by unrelieved work stress, which can cause: a) depleted energy and emotional exhaustion; b) lowered resistance to illness; c) increased depersonalization in interpersonal relationship; d) increased dissatisfaction and pessimism; and e) increased absenteeism and reduced work efficiency. Burnout is the index of the dislocation between what people are and what they have to do. It represents erosion in values, dignity, spirit, and will; a corrosion of human soul (Maslach & Leiter, 1997). Maslach and Jackson (1986) described these four phases of burnout as measures: a) Depersonalization; b) Diminished personal accomplishment; and c) Emotional exhaustion. Zapf (2002) found that emotional work combined with organizational problems were associated with high levels of burnout. High emotional demands and high roleconflicts had an impact on all three dimensions of burnout. High quantitative demands and low possibilities for development are associated with personal - and work-related burnout, whereas low role clarity is associated with personal and client-related burnout (Borritz, 2005).Burnout research had its roots in service jobs and profession, in which the core of the job was the relationship between employee and client (Maslach, Chaufeli & Leiter, 2001). The interpersonal context of the job implied, from the beginning, burnout was studied not as an individual stress response, but in terms of an individuals relational transactions in the workplace and focused attention on the individuals emotions, and on the motives and values underlying his or her work with recipients. The service employees

are emotionally taxed (Maslach & Jackson, 1982), thus service employees are more porn to burn out. Attentiveness is the second dimension of the emotional labour (Morris & Feldman, 1996). There are various sub measures in the attentiveness as intensity of interaction and duration of the interaction, which are positively correlated burnout (Rafaeli, 1989; Sutton & Rafaeli, 1988). It seems as if researchers have taken for granted that the specific nature of people-work is dealt with implicitly if people-workers are investigated. But, surprisingly, only few studies analyzed whether it is, indeed, the customer who causes burnout. Some studies investigated whether the structure of interactions with customers (e.g., the number or length of interactions) or the content of the interaction (e.g., the severity of clients problems to be solved) is related to burnout. The effects emerging in these studies were often smaller compared with other stressors, such as time pressure (Schaufeli & Enzmann, 1998). The frequent interactions will be of short duration and can be highly scripted (Sutton & Rafaeli, 1988), putting on less emotional demand on the exhibiter (Morris & Feldman, 1996). On the contrary the longer interactions will need more intention emotions and interactions are not scripted, costing dearly (Zapf, 2002). Emotional dissonance was found to be resulting from external demands rather than being reaction to emotion display or a behavioural strategy. Morris and Fiedman (1996) proposed the more intention emotions need more effort to be displayed. These efforts are drawing from the cognitive resource of the employee putting extra emotional strain on them. Some job stress burnout researches have found high strain to be related to high burnout. The individual alienated from themselves (depersonalization) leading to feeling of a state were one has not achieved any thing (self accomplishments).

CHAPTER 2 REVIEW OF LITERATURE

Morris and Feldman (1996) supported that emotional dissonance is also determined by positive and negative affectivity. That is, when the organizationally desirable emotions conflict with employees affectivity (positive or negative), emotional dissonance may occur. Brotheridge and Lee (1998) argued that affectivity influences emotional labor through the range and intensity of emotions displayed, meaning that individuals with high levels of affectivity may find it more difficult to surface act or deep act, compared to low-affect intense individuals. Johnson (2004) acknowledged that positive affectivity moderates the relationship between surface acting and emotional exhaustion, meaning that individuals with high scores at positive affectivity tend to experience emotional exhaustion to a greater extent when engaging more in surface acting. But Johnsons study examined the influence of affectivity in the case of service jobs that required only the expression of positive emotions. Diener & Larsen (2007) reported that individuals high in positive affectivity are more focused externally on promoting positive outcomes, whereas those high in negative affectivity are more focused internally on preventing negative outcomes. Hence, the prevalence of positive, respectively negative affectivity determines the regulatory strategy used (promotion or prevention). Mikolajczak, Menil and Luminet (2007) introduced the construct of negative consonance to describe another form of discrepancy that between felt and expressed emotions and organizational display rules. To put it otherwise, there are situations when employees choose to ignore the emotional work requirements and express their true feelings. Furthermore, the authors found evidence that negative consonance and burnout are

positively associated, the same trend being specific to the relationship between negative consonance and somatic complaints (as physiological components of jobrelated stress). Hobfoll (1989) claimed that stress at work is due to threats with resource loss, loss of resources or failure to regain resources after they were invested. From this point of view, energetic resources are specifically taken into account, such as emotional robustness, cognitive ability and physical vigor. Moving further, burnout appears as the end state of a long-term process of resource loss that gradually develops over time depleting energetic resources. Ashkanasy, Hartel and Daus (2002) point out, the findings of the studies previously mentioned should be taken into account considering the individual characteristics of employees, where some may be better equipped or skilled when it comes to performing emotional labor effectively and without adverse personal consequences. And this observation leads to the question whether managing the heart in the workplace must be necessarily stressful or not. Hochschild (2003) admitted that deep acting, as an emotional labor strategy, may have potential benefits for employee outcomes, but warned of the commoditization of employees feelings by the organizations. There are also differences in the affective experience concerning the reaction to workplace events: individuals high in positive affect are more reactive to positive workplace events and less reactive to negative events. Demerouti, Verbeke and Bakker (2005) identified five possible burnout configurations, based on the necessity to simultaneously take into account the three basic symptoms of burnout syndrome, using cluster analysis: a nonburnout cluster, a burnout cluster and three clusters with what they called, incomplete burnout, characterized respectively by exhaustion only, cynicism only and reduced efficacy only. Maslach and Leiter (2008) continued the work of Demerouti et al. (2005) by exploring the trajectories of change over time for individuals with different scoring patterns. They used the two core dimensions of burnout (emotional exhaustion and cynicism) and created two subgroups with congruent patterns (burnout: high exhaustion, high cynicism

and engaged: low exhaustion, low cynicism), respectively incongruent patterns (exhaustion only: high exhaustion, low cynicism and cynicism only: low exhaustion, high cynicism). Wright and Bonett (1997) supported in a longitudinal study the negative relationship between emotional exhaustion and job performance. This relationship was proven to be the opposite when job performance was determined through supervisory ratings (Wright & Cropanzano, 1998). In fact, Keijsers, Schaufeli, Le Blanc, Zwerts and Miranda (1995) had already acknowledged that burnout has different effects on performance depending on how one operationalizes the later, the tendency being that self-reports of job performance are negatively associated with burnout, while objective assessments of job performance positively relate to burnout. Irrespective of the directionality of the associations, emotional exhaustion was constantly identified as the only burnout dimension that correlated with job performance. Bakker, Demerouti and Verbeke (2004) found that the relationship between job demands (including emotional demands) and in-role performance is mediated by feelings of exhaustion. This relation was further supported by Bakker and Heuven (2006), who showed that emotionally demanding interactions with recipients leads to emotional dissonance, which, in turn, leads to job burnout and impaired performance. Equally, displaying positive emotions at work in emotional demanding interpersonal interactions was proven to be beneficial for the organization, since the frequency of emotional labor was positively associated with client satisfaction and return of business.

CHAPTER 3 RESEARCH METHODOLOGY

3.1 DEFINITION OF RESEARCH Research is regarded as a systematic process of identifying market problems & then gathering, recording & analyzing the data about the problems in order to get a justified solution for the problems. This chapter describes the methodology adopted for conducting the study on, EFFECT OF EMOTIONAL LABOUR AND BURNOUT AMONG TEACHERS 3.2 RESEARCH UNIVERSE The universe for this study is all the teachers teaching in colleges of Punjab Technical University. 3.3 RESEARCH PLAN The type of research that will be used in the project is Exploratory research.

3.4 RESEARCH SAMPLE & TECHNIQUE Sample size: 107 teachers from GNIMT, PCTE, GNDEC & GGNIMT. Research technique: Convenience sampling technique

3.5 DATA COLLECTION 1. Primary Method: Survey method through questionnaires.

2. Secondary Method: information from online blogs, journals & research papers. 3.6 RESEARCH INSTRUMENT Hypothesis testing like t-test was applied and mean and standard deviation was also applied.

3.7 RESEARCH AREA The research or the sample area was restricted to the city of Ludhiana only.

3.8 OBJECTIVES OF THE STUDY To study the emotional labour and burnout among teachers in Ludhiana City .

To understand how the relationship between emotions and the demands of work and
family influence their well-being.

To study examined how emotional labor and workfamily conflict contribute to explaining variance in burnout. 3.9 LIMITATIONS OF THE STUDY In the study both primary & secondary sources of information have been used & efforts have been made to come up with the best results. Still 100% perfection cannot be claimed. One of the major constraints is time pressure. Respondents biasness cannot be ignored. Accuracy of responses depends upon the mood & interest of the respondents. Lack of experience of researcher.

The research was limited to the city of Ludhiana only which too can be a drawback

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

Descriptive Statistics Table 1 presents descriptive statistics for the variables included in the study. Means and standard deviations for the core burnout and the two emotion regulation strategies are important indicators, since, as advanced by Wharton (1993), it is not emotional labor itself that results in burnout, but how it is performed. Table 1. Mean and standard deviation for core burnout, and emotional labor strategies M Core burnout Deep acting Surface acting 3.37 2.75 2.94 Table 2. Mean and standard deviation for the ELS Emotional labor scales Frequency Intensity Variety Deep acting Surface acting M 3.98 2.82 3.00 2.75 2.94 Table 3. Mean and standard deviation for the MBI scales Burnout scales M SD SD .81 .78 .78 .70 .68 SD .48 .70 .68

Emotional exhaustion frequency Emotional exhaustion intensity Personal accomplishment frequency Personal accomplishment intensity Depersonalization frequency Depersonalization intensity Involvement frequency Involvement intensity

4.03 3.74 5.09 4.71 2.72 2.86 3.04 2.95

.61 .55 .49 .43 .50 .49 .70 .73

From the two emotional labor strategies surface acting is more frequently experienced by bank tellers from our study (M=2.94, SD=.68). Further on, taking a closer look to all the subscales of the two processes it can be seen that, in terms of means, the values are not homogeneous (Table 2). Thus, the items that compose the frequency subscale in the ELS (how often do you adopt certain emotions as part of your job) were reported to have the highest mean value (M=3.98, SD=.81) in the work settings taken into account, compared to the items in the remaining composite scales two expressing rather role characteristics and the other two emotional labor mechanisms (intensity and variety, respectively, deep acting and surface acting). The same tendency can be noticed in the means distribution for the other investigated process (Table 3). Personal accomplishment (PA) seems to be the most frequently and intensely experienced burnout subscale (Mf=5.09, SDf=.49; Mi=4.71, SDi=.43), while the lowest means in terms of both frequency and intensity were reported for Depersonalization (DP) (Mf=2.72, SDf=.50; Mi=2.86, SDi=.49). Tests of the Hypotheses In order to meet the objectives assumed for the current study and test the hypotheses formulated in the previous section the correlations between emotional labor and burnout

scales and subscales, as well as the job performance scores were further determined. The findings offer relevant insights. As it can be noticed from the correlations matrix (Table 4), emotional labor (in terms of its two emotion regulation strategies: surface acting and deep acting) and burnout (core burnout, calculated by determining the mean between emotional exhaustion and depersonalization in terms of frequency) significantly Table 4. Bivariate correlations of emotional labor subscales and core burnout core burnout Emotional Labor Scale frequency Emotional Labor Scale intensity Emotional Labor Scale variety Emotional Labor Scale deep acting Emotional Labor Scale surface acting Note: * p < .05, ** p < .01. correlate in the case of the sample of Romanian bank tellers examined and thus, the main hypothesis of the current study (HI.) is confirmed. As was mentioned earlier, bank tellers represent a specific emotional labor as well as burnout occupation. Working in a bank implies having face-to-face and voice-to-voice interactions with the customer, meaning that bank tellers engage in job-relevant interactions which demand them to feel, or at least project the appearance of positive emotions (thus to service with a smile). Furthermore, their emotional expressions are somewhat controlled by the employer, for instance through training, policies or supervision. And the notion of prescribed and supervised emotions is what distinguishes emotional laborers from other employees, as noted by Hochschild (2003). Emotions appear to be important facets of the products the service industry sells to clients (Bakker & Heuven, 2006, p. 425) that is smiling bank tellers emerge as assets of great importance for the publics perception of the profession and the client satisfaction. As emotional laborers, bank tellers invest a certain amount of emotional effort in their .38** .41** .36** .38** .28**

jobs in order to meet the organizationally display rules. This emotional effort requires both the physical and mental management of ones emotions and it may result in strain. From the two emotional labor strategies (deep acting, respectively surface acting) the attempt to modify the inner shape of the feelings in order to be consistent with the organizational display rules seems to be more taxing for bank tellers from our sample (r=.38, p<.01) than having to shape only the outward appearance of feelings (r=.28, p<.01). From this point of view, a series of previous studies support Richards and Grosss claim (2000) that from the two core emotional labor strategies, surface acting seems to have a greater impact, since it implies both the effortful suppression of emotions and the production of appropriate, organizationally desirable ones. In the case of the sample analyzed, the findings do not support this claim, although, as shown in the descriptive statistics section respondents report using the two emotional labor strategies with approximately the same frequency in service encounters (deep acting M=2.75, SD=.70, surface acting M=2.94, SD=.68). A possible explanation of the fact that trying to actually feel the emotions required leads bank tellers from our sample to experience burnout to a greater extent than having to fake the outward appearance of feelings could be the relationship between deep acting and the intention to seem authentic. In other words, when bank tellers try to reduce the clash between their spontaneous feelings and those required, as part of their work-role, they choose to reduce this dissonance by spontaneously feeling and expressing what they are required to express in the given interpersonal service transactions as they want to seem authentic. Therefore, trying to be authentic in terms of emotionality seems to have a more negative impact on the employees wellbeing, especially when the service encounters are intensely charged. In fact, in an exploratory analysis we found that, from the five emotional labor subscales assessed by the ELS, the intensity of emotions being regulated showed the most significant positive relationship with core burnout (r=.41, p<.01). Table 5. Bivariate correlations between the subscales of emotional labor and the subscales of burnout

EEf ELS_DA ELS_SA ELS_intensity ELS_variety .30** .16 .28** .24**

PAf .38** .31** .49** .34**

DPf .24* .26** .32** .28**

INf .46** .38** .43** .44**

EEi .43** .37** .55** .46**

PAi .33** .13 .28** .34**

DPi .31** .12 .37** .31**

INi .32** .17 .23* .50**

Note: * p < .05, ** p < .01. EEf = emotional exhaustion frequency; PAf = personal accomplishment frequency; DPf = depersonalization frequency; INf = involvement frequency; EEi = emotional exhaustion intensity; PAi = personal accomplishment intensity; DPi = depersonalization intensity; INi = involvement intensity. These findings are consistent with those of Maslach (1978), who supported that employees who had less emotionally charged interactions with clients reported less emotional exhaustion than did those whose interactions were more intense. Moving further, these relationships could be better explored by taking into account in future research dispositional factors, such as emotional intelligence or dispositional affect (positive affectivity, respectively negative affectivity). In order to better understand the findings presented up to this point and as well as to test the secondary hypotheses formulated, the bivariate correlations between the subscales of both emotional labor and burnout were calculated. The results are reported in Table 5.

Concerning the first secondary hypothesis (HI.I.), which implied that surface acting positively correlates with emotional exhaustion, it was also acknowledged by the results reported in Table 5 (r = .37, p < .01), the findings being supported by previous research (Brotheridge & Grandey, 2002). This means that, the more bank tellers try to show positive emotions at work, the more overextended and exhausted they feel. And that is because painting on a smile when not really feeling like smiling can be quite emotionally taxing, in terms of intensity (since surface acting is positively related only to the emotional exhaustion intensity subscale). As for the next secondary hypothesis (HI.II), regarding the relationship between surface acting and depersonalization, it was also validated by the findings, which show that the two subscales are positively related, but only in terms of frequency (r=.26, p > .01). Thus, the more a bank teller tries to change the outwardly emotional display, the more he or she will treat customers like objects, showing a detached attitude. However, consistent with the results presented above, regarding the relationship between core burnout and the two core emotional labor strategies, deep acting significantly correlates with all the subscales of the burnout syndrome. Although trying to actually feel what one should feel as part of the job role was previously proven to diminish the tendency of unfeeling (detaching oneself not only from his/her own feelings, but also from others feelings) (Maslach & Jackson, 1981), the current findings suggest the opposite relationship (rf=.24, p<.05, ri=.31, p<.01). Grandey claimed that it is more likely that payoffs of deep acting, such as reduced emotional dissonance or positive feedback from customers may restore the employees emotional resources (2003, p. 93), but a possible explanation for the reverse effect that resulted in our analysis could be the fact that energetic resources that are used to a greater extent in deep acting cannot be easily restored. That is why a closer look to the individuals capacity to overcome the loss of resources, as well as to engage in regaining them could further tone this association, since people experience differently gain and loss (as a general tendency, people are usually more focused on avoiding loss, than on achieving more resources).

As expected according to the third secondary hypothesis (HI.III.), the dimension of personal accomplishment is also positively related with deep acting (rf=.38, p>.01, ri=.33, p<.01) and this relationship has already been demonstrated by Brotheridge and Grandey (2002). When it comes to determining the impact of experiencing burnout on performance, which emerged in field studies as an important organizational outcome, no associations were found. Instead, regarding the positive association between emotional labor and performance as entailed by the last secondary hypothesis (HI.IV.), the intensity of the emotions required in service interactions in order to be consistent with emotional work requirements determines a decrease in the level of performance of bank tellers from the sample analyzed (r=-.27, p<.01). An exploratory analysis was also undergone, which revealed other interesting findings (Table 5). For instance, the intensity subscale from the ELS seems to have an important role when it comes to strongly feeling worn out, depleted, fatigued (r=.55, p<.01), whereas the intensity of emotions being regulated positively correlates with the depersonalization subscale (r=.37, p<.01) in fact, from the five subscales of the ELS, the intensity subscale shows the most significant relationship with experiencing negative or inappropriate attitudes towards clients. On the other hand, having to display many different kinds of emotions (item 6) and doing it frequently, also influences the extent to which bank tellers from our sample experience each of the four subscales used in assessing burnout, as shown in Table 5. The results presented up to now are considerable evidence that emotional labor can be stressful in the case of bank tellers, since expressing socially appropriate emotions as a form of role demand undermines employees wellbeing. As it can be noticed, emotional labor and burnout significantly correlate through almost all of the respective subscales, the same tendency not being identified in the case of performance in terms of its relationship with emotional labor and burnout (performance is significantly related only with the intensity of emotions being regulated in service interactions). Thus, in order to

meet the objective of the present research the next step of the analysis consisted in identifying the exact set of variables that can best predict burnout in the case of the sample under consideration thorough the multiple regression analysis. As de Vaus (2002) pointed out, in doing multiple regression analysis the general principle of explanation is to seek the simplest powerful model (parsimony), and to avoid including variables that add virtually nothing to the predictive value of the model. Therefore, one must limit the number of variables included in the analysis, since increasing the number of variables artificially inflates the R2 especially in small samples. Another important aspect in deciding how many variables to include in the model is the size of the sample. The variable to case ratio helps identify the sample size required to accommodate the number of variables one wishes to include. When all variables are entered into the model in a single block the ratio of cases to variable should be at least 20:1, and the minimum suggested sample to variable ratio is 5:1 (de Vaus, 2002). Taking into consideration the above mentioned conditions, it was decided to include in the analysis only the variables which correlated significantly with the core burnout and the respective subscales. The analysis was undergone using the hierarchical strategy, that is starting with the variable with the highest correlations (ELS intensity), then adding one by one the all the other subscales of the ELS. Table 6 presents only the models that accounted the most in predicting burnout. The first model shows that the intensity of emotions that bank tellers are required to display at work accounts for 17% of the variance for the level of burnout that they are experiencing (R2=.171). The model is significant with F(1,105)=21.59 (p<.01). When adding the second predictor the variety of emotions being regulated in Model 2, R2 slightly increased (R2=.209) and not just as an effect of the Table 6. Summary of hierarchical regression analysis for variables predicting burnout (n = 107) Variable R Adjusted R F Sig. B t Sig.

Model 1 ELS_intensity Model 2 ELS_intensity ELS_variety

.171

.163

21.59

.000 .216 .413 4.64 .000

.209

.194

5.07

.026 .165 .114 .316 .219 3.24 2.25 .002 .026

integration of another variable, since the adjusted R2 increased as well (from .163 to .194). This second model is also significant with F(1,104)=5.07 (p<.05), which means that having to display many different kinds of emotions during emotionally charged interactions in work settings leads bank tellers from the sample under consideration to experience burnout to a greater extent. In sum, the attempt to determine the set of variables which could best predict burnout in the case of the sample analyzed was valuable, the results acknowledging the intensity of emotions that bank tellers are required to display as the key element in assessing the negative outcomes of serving with a smile, as it emerged from the very first level of the analysis. In addition, bank tellers from the sample included in the current study are more likely to feel worn out at work (not only physically, but mostly emotionally) if they have to display different intense emotions (as shown by model 2). Furthermore, it was considered appropriate to include background variables (age and gender) in the models that validated the best predictors for burnout for the participants in the present research, in order to obtain new insights regarding the causal relationships revealed by the regression analysis. This final step entails, since women were proven to be more interpersonally sensitive than men. In other words, women seem to be more accurate in perceiving the personal, interpersonal and social environment (Knapp & Hall, 1997), ability that emerged in the literature both as a trait and as a more specific skill, which refers to judging nonverbal cues (Briton & Hall, 1995; Spence, Helmreich & Stapp, 1975 as cited in Hall & Schmid, 2008). In the same manner, studies have identified women as the more emotional sex (Grossman & Wood, 1993), meaning that they report more intense experience and expression of emotions, as well as a greater emotional responsiveness than men and these differences are not just due to normative

expectations that result from the social role interpretation, but are also proven by physiology. On the other hand, age differences in emotional experience, expression and control were also investigated. For instance, Gross et al. (1997) found across four studies a consistent pattern of age differences: control of emotions increases with age, while emotional expressivity decreases and it seems that aging is positively related to experiencing to a greater extent positive emotions. Therefore, taking into account the role of age and gender in affective processes an analysis was undergone that sought to investigate whether these two categorical variables moderate the relationship between burnout, as a dependent variable and ELS-intensity, respectively ELS-variety as independent variables. The results of this investigative approach did not confirm the fact that gender or age further tone the relationship between the dependent and independent variables identified by the regression analysis.

CHAPTER 5 CONCLUSION
The current study has implications for the research on the emerging role of emotions in the workplace. Not only do the findings acknowledge the existence of emotion regulation strategies in the Romanian work settings, but they also explore the impact of emotional labor on typical service agents in terms of outcomes such as burnout and performance. Of course, that the present results should be discussed in terms of strengths and limitations of the study. As a first limitation, we note that the present research is an explorative pilot study. Hence, the results cannot be seen as generally valid in the Romanian workplace, as they express the relationship between the two organizational aspects in a specific form of people work that of bank tellers and on a distinct sample. Another limitation is that the sample used in the conducted survey was quite reduced (N=107) and it was quite imbalanced regarding the gender of the participants (mainly females). Furthermore, though the present results show that emotional laborers experience negative affective outcomes future research should examine the extent to which emotional job demands can lead to positive outcomes. The present study contributes to the understanding of the literature on the emotional laborburnout relationship in several ways. First, in a sample of teachers with family responsibilities (married, with at least one child at home), the results showed that when both measures of emotional labor were entered into the regression analysis after controlling for age and number of children, only SA was found to be positively related to burnout. In this more rigorous analysis, DA was not related to burnout, although a significant bivariate correlation between DA and depersonalization was earlier observed (r = 0.23, p 0.05). Second, the results showed that workfamily conflict mediated the relationship between SA and burnout, with complete mediation for emotional exhaustion and partial mediation for depersonalization. However, no moderation effect of work family on the SAburnout relationship was found. These results are further discussed.

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QUESTIONNAIRE

A SURVEY ON EFFECT OF EMOTIONAL LABOUR ON BURN OUT OF TEACHERS IN LUDHIANA. Dear Respondent, We, ANCHAL GUPTA, BINDIA CHAWLA & RAMANDEEP SYAN students of MBA, GNIMT are conducting a survey so, kindly co-operate with us and give us the accurate information. We assure you that your information will be used only for academic purpose only.

# PERSONAL INFORMATION A. B. C. D. E. Gender: Male-_____ Female-______ Marital Status: Unmarried-_____ married-_____ Experience: 1-5 ____ 6-10_____ 11-15_____ 16-20_____ 20 above_____ Classes Being Taught: Graduation_____ PG_____ Both_____ Area Of Specialisation: Commerce_____ Science_____ Computer_____ Mathematics_____ Other_____ EMOTIONAL LABOUR 1. The emotions I show to my students come naturally. Never Rarely Sometimes Often Always 2. My school tells me to express positive emotions to students as a part of my job. a. Never b. Rarely c. Sometimes d. Often e. Always 3. I work hard to feel the emotion I express to students. Never

Rarely Sometimes Often Always

4. My school expects me to try act excited and enthusiastic in my interactions with my students. Never Rarely Sometimes Often Always 5. It is part of my job to make my students feel good. Never Rarely Sometimes Often Always 6. I am expected to suppress any bad moods or negative reactions to students. Never Rarely Sometimes Often Always 7. When am upset or disturbed my institute expects me to hide those emotions. Never Rarely Sometimes Often Always 8. As a teacher I feel I must show or perform certain emotions to my students. Never Rarely Sometimes Often Always

9. To work with my students I act differently from what I feel actually. Never Rarely Sometimes Often Always

10. I know the emotion rules that am expected to display to students. Never Rarely Sometimes Often Always

BURN OUT 1. Do you feel energetic at work?? Never Sometimes Everyday 2. Do you find hard to work with students at times? Never Sometimes Everyday 3. Do you think that you become useful through your job? Never Sometimes Everyday 4. Do you feel active and energetic during your working hours? Never

 Sometimes Everyday 5. Do you get tired dealing with students all day long? Never Sometimes Everyday 6. Does your students feel comfortable with you? Never Sometimes Everyday 7. Do they (students) feel comfortable to share their problems with you? Never Sometimes Everyday 8. Do you care about the students problem? Never Sometimes Everyday 9. Do you behave insensitive to the students? Never Sometimes Everyday 10. Do you feel stressful to be in a direct conversation with students? Never Sometimes Everyday 11. Are you becoming frustrated with work load of your job? Never Sometimes Everyday 12. Do you get tired of your current job? Never

Sometimes Everyday

13. Do you that you have lost your enthusiasm about your profession? Never Sometimes Everyday 14. Have you ever been senseless towards your students since you started this job. Never Sometimes Everyday 15. Do you feel that you cannot stand with this job not even for one more day. Never Sometimes Everyday

EFFECT OF EMOTIONAL LABOUR AND BURNOUT OF TEACHERS IN LUDHIANA CITY

A PROJECT REPORT

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

Submitted To Mrs. Sandeep Kaur

Submitted By Aanchal Gupta 1275685 Bindia Chawla 1275687 Ramandeep Kaur 1273856

Department of Business Management Guru Nanak Institute of Management and Technology Model Town, Ludhiana

ACKNOWLEDGEMENT Knowledge is the end based on Acknowledgement

Acknowledging any one in mere words is a very difficult job. We would like to pay our sincere thanks to all those persons who have helped us during this project work with their able guidance and invaluable advice. We would also like to thanks Mrs. Sandeep Kaur (Faculty, GNIMT) and for her guidance and valuable support for completion of our project. We would also like to express our gratitude towards our parents & friends for her kind co-operation and encouragement which help us in completion of this project. We would also like to thank each and every member of the College, friends and family who have directly or indirectly helped us to complete this project. Aanchal Gupta Bindia Chawla Ramandeep Kaur 1275685 1275687 1273856

PREFACE
Masters in Business Administration (MBA) programme is one of the most reputed professional courses in the field of management. This course includes both theory and its applications as its content of curriculum. As a part of degree of MBA, every student has to write the project report. The research project is an integral part of the curriculum and its purpose is to provide the practical exposure of business world in the changing scenario. This report is an endeavor to assimilate and put towards all the knowledge and experience that I have got during research conducted. In this way, it helps the student in development of practical skills and analytical thinking process. It makes more aware about the perception and tastes of the people of corporate world. Thus, it helps in molding the student according to the requirement of the market.

CONTENTS

CHAPTER

TOPIC

PAGE

1.

Introduction

19

2.

Review of Literature

10 12

3.

Research methodology

13 14

4.

Data analysis and interpretation

15 24

5.

Conclusion

25

Bibliography

26-31

Appendix

32 35