Emotional Labor

Since the concept of emotional labor introduced by Hochschild(1983), efforts to refine the concept of emotional labor have been made by many researchers(Ashforth & Humphrey, 1993; Grandey, 2000; Morris & Feldman, 1996)[2].
Hochschild defined emotional labor as "the management of feeling to create a publicly observable facial and bodily display; emotional labor is sold for a wage and therefore has exchange value"(Hochschild, 1983)[1]. According to Hochschild, jobs with emotional labor have three criteria;1)they require face-to-face or voice-to-voice contact with the public 2)they require the worker to produce an emotional state in the client or customer 3)they allow the employer, through training and supervision, to exercise a degree of control

They defined emotional labor as "the act of displaying the appropriate emotion"(Ashforth & Humphrey, 1993).
Morris & Feldman(1996, 1997) have also contributed to the growing literature on emotional labor in organizations by refining the conceptualization of emotional labor. They defined emotional labor as "the effort, planning, and control needed to express organizationally desired emotion during interpersonal transaction"(Morris & Feldman, 1996).
Grandey(2000) provides another conceptualization of emotional labor in an attempt to clear up the apparent contradictions resulting from attempts in the literature to refine the construct of emotional labor. Grandey(2000) defined emotional labor as "the process of regulating both feelings and expressions for organizational goals". Looking at it in the static/dynamic aspects, its expressional principle is static. Emotional expression during individual works should meet the social norm first. Each industry has its own unique industrial guideline. Thus, emotional expression during individual works should satisfy this industrial guideline. Although these social norm and industrial guideline are static, recognition on, comparison of, and compliance with the expressional principle require dynamic emotion

Ashforth &Humphrey(1993) described emotional labor as a double-edged sword.
Negative Consequences: In terms of the consequences of emotional labor, prior research mainly focuses on the potentially psychologically damaging effects on the employees who perform emotional labor. The most-often-cited consequences are emotional dissonance and job dissatisfaction.
Researchers express that, surface acting is likely to lead to emotional dissonance(Hochschild, 2003), and emotional exhaustion(Grandey, 2003). Surface acting is linked to burnout and lower service performance(Brotheridge & Grandey, 2002). Heuven & Bakker(2003) emphasized the importance of emotion work variables on emotional dissonance.
Parkinson(1991) argued that when employees' genuine feelings are masked, it leads to increase in job dissatisfaction. Abraham(1998) argued that increase in emotional dissonance increases job dissatisfaction.
Morris & Feldman(1997) found that greater emotional dissonance, which is a form of estrangement of self and work role, is significantly associated with increased emotional exhaustion and job