BA Honours Dissertation

An Assessment Of The Relationship Between Burnout And Affectivity Among Frontline Employees

Aminah Khan (H-1026)

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1.1 Introduction

This chapter brings to the fore the issue that has propelled the researcher towards an in

depth investigation and undertaking of this dissertation. From the issue is extrapolated the

problem, which lays the foundation on which the discussion of this dissertation will be

methodically constructed. This section is just the tip of the iceberg whose mass is

composed of the researcher’s secondary and primary data, woven into the fabric of the

research methodology.

It is in essence, a blue-print of the edifice to emerge. It deliberates the issue under

introspection and defines its nature for the comprehensive benefit of the reader. It

enunciates the extrapolated problem that has served as a prerogative for the ensuing

research based documentation. It also brings into perspective the underlying aims and

objectives, that have given direction to the flow of the research. The paradigms of the

research are demarcated by a clear definition of the scope, within which the context is

confined. The limitations of the study are also enlisted.

The focus of this research work centres on the most indispensable asset, of the hospitality

industry, its human resources. The issue under scrutiny is of vital importance to the

hospitality industry, where the product is intangible, the market is competitive, smiling is

mandatory and employee turnover is a costly affair.

1.2 Issue Identification

As the world pervades the 21st century, circumstances have engendered the proliferation of

the service sector (Godbout 1993, cited in Lewig et al 2003)1.

1 Lewig, AK, Dollard, MF 2003, ‘Emotional dissonance, emotional exhaustion and job satisfaction in call

centre workers European Journal Of Work And Organizational Psychologyvol.12, no.4,pp366-392

CHAPTER ONE

CONCEPTUALIZATION OF THE RESEARCH PROBLEM



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The resultant abundance in players and consequent emergence of an oligopolistic market,

has given customers the benefit of choice.

This is responsible for the preordained competitive stature, of the service industry. In order

to raise the stakes for success, (a prerequisite for survival) in a competitive industry,

organizations must seek to gain competitive advantage (Ross et al, 1999)2.

The key to gaining competitive advantage is to differentiate. This can be achieved by

providing exemplary service (Hoschild 1983, Taylor 1998, Taylor and Tyler 1998, cited in

Bolten, S 20033). This may be attributed to the fact that differentiation implicates providing

something the competitor can’t and as conjectured by Jim Hartigan4, of Hilton Hotels

Corporation, cited in (Misek, 2003)5, service is something distinct to each organization,

which cannot be replicated. Hartigan believes that service is something genuine and

personal and cannot be replicated. Thus the researcher deduces that the service provided by

one organization is something no other competitor can provided, justifying its standing as a

tool for differentiation.

Thus, organizations need to exploit the extant resources to synthesize a value added

features in the service, as that will provide an edge over competitors. In the hospitality

industry, a smile/ being nice and friendly is a value added part of the product (Schneider

and Bowen 1985, cited in Gosserand et al 20036). Thus the need for service with a smile is

fundamental.

As intimated by Wharton and Erickson (1993), cited in Mann,(1997)7, customers’

perception of service quality is contingent on emotional displays.

2Ross, DL et al 1999, HRM in Tourism and Hospitality Cassel Publications, Essex 3Bolten, S 2003, ‘Introducing a Typology O f Workplace Emotion’, working paper presented at Lancashire University Management School, Lancashire, U.K. 4 Senior Vice President for Customer Quality and Performance for Hilton Hotels Corporation 5 Misek, M 2003, ‘It’s Better To Be Safe Than Sorry, Indian Express Group, viewed 19Nov 2004, Available from Internet, < www.expresshotelierand caterer.com> 5 Available from Internet <http://www.chinadaily.com.cn/english/doc/2005-04/07/content_431973.htm> 6Hughes,R, Gosserand,H 2003,‘ An Examination Of Individual And Organizational Factors Related To Emotional Labor’, PhD thesis, Louisiana State University and Agricultural and Mechanical College 7Mann, S, 1997, ‘Emotional Labour in Organizations, leadership and organization development journal,vol.18,no.1, pp. 4-12



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From contingency of the customers’ perception of service quality, on the emotional

displays, during the interaction transpires the need to regulate the emotional expression.

In view of the extant Mcdonaldization of society that has generated a demand for courtesy

and friendliness, connoted by the ‘has a nice day’ sentiment (Ritzer 1992 cited in Mann,S

19976), emotions such as friendless are accentuated in the delivery of service (Wharton and

Erickson 1993 cited in Mann,S 1997)6.

As iterated by Johnson (2004)8 , positive emotional displays enhance the quality of the

service provided. In order to retain customers they need to be satisfied, for which it is

mandatory that they perceive quality in the service. This is accredited to the fact that a

dissatisfied customer once lost, is lost forever (Steinberg and figart 1999 cited in Grandey

et al 2002 9).

This is detrimental to an organization, which reiterates the need for service with a smile,

which Hoschild patented as emotional labor. As insinuated by Arlie Hoschild (1983)5 who

coined the term in 1983, this service with a smile, requires regulation of emotions.

This gives rise to expectations and protocol that that confine the inventory of

organizationally acceptable emotions (Mann, S 1997)6. Stemming from the fact that it is

not always possible to feel these emotions, but there is a compulsion to express them, there

is a resultant disparity between felt and expressed emotions called emotional dissonance

(Mann, S, 1997)6. This emotional dissonance is a major setback as it can result in burnout

(Hoschild, 19835, Zerbe 2000, cited in Moore et al 200410), which is an occupational

hazard, by virtue of its implications such as turnover, negative work attitudes and reduced

job performance (Cameron et al 1994, Jackson et al 1986, Lee et al 1996, Wolpin et al

1991, Wright, 1997, Bonett 1997 and Cropanzano 1998 cited in Brotheridge et al 200211)

8 Johnson M.H, 2004, ‘The Story Behind Service With A Smile: The Effects of Emotional Labor on Job Satisfaction, Emotional Exhaustion, and Affective Well-Being’,M.A.thesis, University of South Florida. 9Grandey, AA, Fiska,MG, Mattilab,SA,Jansenc JK, Sidemana,AL, Dec 2002, Is “service with a smile” enough? Authenticity of positive displays during service encounters, University of Pennsylvania, U.K. 10Moore, C, Kelliher, C, Hailey, VH 2004, ‘Being real or really being someone else? Managers and emotional Labor’ paper presented at Work Employment and Society Conference, Cranfield University, Cranfield. 11 Brotheridge, CM, Grandey, AA 2002, ‘Emotional Labor And Burnout: Comparing Two Perspectives Of People Work’, Journal of Vocational Behaviour,vol.16,pp.17-39.



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1.3 Nature of the Issue.

The ‘human element of the service delivered is absolutely vital to the experience as it is the

behavior of the employee that can make all the difference between a satisfactory and

unsatisfactory service encounter (Barron and Harris, 1995 cited in Maguire 2005)12,. This

may be ascribed to the fact that they are a part of the product.

Since the jobs of frontline employees entail constant interaction with customers (Lewig et

al 2003)1, they are compelled to personify a cheerful, friendly attitude when dealing with

guests (Hoschild, cited in Deadrick et al 200113). However, as conjectured by Mann

(1997) 6, it is inherent that there will be times when an employee does not feel cheerful.

In such circumstances where positive emotions are not felt, yet expressed out of

compulsion, there is a disparity between emotions felt and those displayed. However, as

this is dependent on the emotions felt, and the extent to which they digress from display

rules, emotional dissonance would vary from individual to individual on the basis of their

temperament or personality, which as intimated by Lin-Chu (2002)14, would determine the

nature of the emotions they have the inherent propensity to express. As illustrated by Lin-

Chu (2002)14, the trait perspective of personality is an antecedent to emotional dissonance,

in the context that the degree of dissonance varies with the relative proportion of positive

and negative traits that are inherent to an individual. This is connoted by the term

affectivity, the nature of which, i.e. positive or negative, intimates the propensity to express

positive or negative emotions.

Thus, in a job requiring positive emotional displays, the greater the inherent propensity to

express positive emotions, the less likelihood of experiencing emotional dissonance.

12Maguire, L., 2005, Unpublished Works, European Doctoral Programme Association in management and business administration, as viewed on: March 21,2005, < http://edamba.wu-wien.ac.at/doc/summer_school_04/louise_maguire.pdf > 13Deadrick,DL,McAffee,RB, June 2001, ‘service with a smile legal and emotional issues’ journal of quality management,vol.6,pp99-110 14 Lin-Chu, KH 2002, ‘The Effects of Emotional Labour on Employee Work Outcomes’, PhD thesis, Virginia Polytechnic Institute and State University.



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In the hospitality industry, where the emotional labor construct is epitomized, the emotional

dissonance syndrome is not far behind. This poses a problem, as it results in burnout, which

is detrimental to both an organization and its employees.

1.4 Statement of the Problem

In the contemporary workplace, fraught with stress, burnout is no bolt from the blue. In fact

it has soared to endemic proportions, thus positioning it as an occupational hazard (ns,

2002)15. The hazardous repute of burnout is attributed to the deleterious effects of its

incidence to an organization. This is ascribed to the fact that onset of burnout results in

deterioration in employee performance (Mann 2004)16. As managers burn out, their work

becomes soulless and mechanical. In retrospection, this is problematic to a hotel, in view of

the fact that it is in essence, supposed to embody the spirit of hospitality, which is rooted in

the dogma of “care” which necessitates feelings of warmth and concern . As intimated by

Mehta (2005)17, what a guest reminisces over is not the edifice, but the experience. Thus, if

the service is depersonalized, the experience will be nothing exceptional and the resultant

lack of differentiation will send the organization into the doldrums due to competitive

disadvantage.

Another upshot of burnout is turnover. This is a marked predicament in the hospitality

industry, where the turnover averages about 100% annually i.e. employees stay on the job

for an average of one year (Merritt et al, 1996)18. This is a liability to an organization, by

virtue of the fact that it is an accrual of monetary costs and expenditure of time; that is an

equivalent to money in an age where the pace of life is at a high (Merritt et al, 1996)13. In

view of the dwindling supply of talented labor, the burnout syndrome is a crisis (Merritt et

al, 1996)13 that needs immediate resolution. As avowed by Lu Haoting (2005),19 job

burnout has become a burning issue.

15ns, 2001, Leadership Advantage, viewed 12 Nov, 2004. Available from Leadership advantage. <http://www.leadershipadvantage.com/preventingExecutiveBurnout.shtml> 16 Mann, S 2004, ‘People-Work : Emotion Management, Stress And Coping,’ British Journal of Guidance and Counselling,vol.32,no.2. 17 Mehta, A 2005, ‘Knowledge Flight: The Challenge of Hotel Employee Turnover. Viewed Feb19 2005.Available from HVS International <http://www.hotelnewsresource.com/article15330.html> 18Merritt,EA , 1996, ‘A Study of Burnout in Private Club Management’, paper presented at The School of Business and Management, Pepperdine University 19Haoting, L 2005, ‘Job burnout becomes burning issue’, China Daily, Viewed 12 April 2005,



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Results have shown that the highest levels of burnout are exhibited by the hotel industry.

Burnout is hazardous to an organization, by virtue of its upshots such as high levels of

turnover and absenteeism, as well as behavioural consequences such as substance abuse In

an industry plagued with high levels of turnover worldwide, burnout has become an issue

of concern since it augments the level of turnover which is already soaring. Thus the

problem of reducing burnout comes into the foreplay.

While various authors have proposed means of overcoming it, there is no evident that

deliberates on the prevention of high levels. Prevention is always better than cure, which is

applicable to the hotel industry in the context that sustaining or preventing a loss of

customer costs less than curing the ailment of customer loss by acquisition of new

customers. In order to sustain customers, quality has to be maintained, for which it is

essential to try and reduce the incidence of burnout at high levels.

However in view of the fact that emotional dissonance may largely be responsible for

burnout and emotional dissonance is an undisputable fact, based on the emotional

constitution of people, the problem lies in resolving the problem of reducing if not

removing burnout from the workplace, by reducing emotional dissonance.

Since burnout stems from the strain of expressing unfelt emotions (emotional dissonance),

which varies from individual to individual on the basis of variant temperaments, the

problem to be assessed materializes. Can burnout be regulated by hiring for personality?

What personality needs to be hired to reduce the overall susceptibility to burnout?

The extant problem at hand is to explicate the relationship between personality and

burnout, by assessing the nature of the relationship between affectivity (the trait perspective

of personality) and burnout.

Available from Internet < http://www.chinadaily.com >



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This will justify whether being pleased to smile and not just smiling to please (which the

researcher has connoted to the propensity or struggle to smile genuinely, thus intimating the

level of dissonance), has a bearing on the levels of burnout?

This will be determined in the course of the ensuing research. The ensuing deliberation will

enunciate the aims and objective that have given direction to this research.

1.5 Aims and Objectives

This dissertation is an endeavour to provide the reader with an insight to the occupational

hazard that is rampant in the service industry, having far reaching implications on the

hospitality industry. It seeks to enlighten the reader on the emotional dissonance syndrome

that is dog matted to the work of a hospitality professional, especially at the customer

interface. The underlying aim of this dissertation is to question the raison d'être for the

industry adage “hire for personality” (Mehta, A 2005)12 to culminate in a demystification of

the implications that the personality of an employee, in terms of affinity towards positive or

negative affectivity, has on burnout amplitude in a workplace typified by emotional

dissonance.

With the above prerogative in perspective, the researcher articulates the aim of this

dissertation:

⇒ To Assess The Relationship Between Burnout and Affectivity.

The following objectives will facilitate the realization of this aim:

� To elucidate the constructs of burnout, emotional dissonance and affectivity, within

the hospitality work paradigm.

� To derive a coherence of the burnout constructs to frontline employees in top end

leisure establishments in India.

� To formulate a theory that establishes a linkage between the constructs and assesses

its validity by testing it in the sample of the population under investigation.

� To exemplify the relationship between emotional dissonance and burnout

� To exemplify the relationship between emotional dissonance and affectivity.



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1.6 Scope and Limitations

1.6.1 Scope

This study is circumscribed to certain research paradigms, which are demarcated by the

contextual depth of different variables. The scope of this study was limited to the emotional

aspect of burnout, as the physical and mental forms of exhaustion necessitated an in-depth

knowledge in the field of medicine and psychology, which the researcher lacked. Also, in

view of the suggested liaison between emotional dissonance and affectivity, the study was

confined to this dimension of emotional labour, and the trait perspective of personality.

This study is focused on an assessment of the relationship between a precursor to the factor

that predicts burnout, and burnout. The scope of this study is limited to an identification of

various upshots of burnout, but does not assess the extent to which they are facilitated by

burnout, for eg. Marital problems, obsessive thinking, alcoholism, smoking, caffeine over

dose etc. Also, the scope of this research is held within the front office and food service

staff, as they were deemed to be most susceptible to the burnout syndrome. This study was

further delimited to five star resorts, in order to eliminate the chances of inconsistent results

due to variance in quality which would be evident across different ratings (based on the

limitation of the work of Lin-Chu, 200214 ).

1.6.2 Limitations

This research has been constrained by certain limitations, which will be discussed below.

On account of the limited time frame, this study was limited to a survey in two properties.

The primary data collection was carried out and analyzed by means of scales developed by

researchers in the U.S, of which were not two; the PANAS and Emotional Dissonance

Scale, had not been employed outside the U.S. rendering them culturally loaded.

Another limitation of this research can be attributed to the cross- sectional nature of the

research. In view of the fact that context studied; i.e. emotions, is a dynamic element that

can vary from one minute, day or month to the next, the same research may exhibit

alternate results at another point in time.



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The time frame also delimited the research in terms of confinement within national

boundaries. In view of the fact that culture varies from one country to another, the results of

the study may differ in another country. Thus, the results of this study may be generalizable

only among Indian resorts.

1.7 Dissertation structure

At the outset, this dissertation provides a comprehensive insight to the constructs being

assessed. On the basis of an extensive review of literature, which facilitates an

understanding as the conceptual level, the researcher generates certain deductions. The

literature review draws to a close with the genesis of certain hypotheses. The ensuing part

of the discourse institutes the protocol endorsed by the researcher; it provides an

understanding of how and why the researcher conducted the research and delineated the

tools and techniques deployed. The outcomes of this process are deliberated in the

discussion towards the finale, which reveals the results obtained by testing the hypotheses

in the real world, and the endorsement/rejection of the proposed hypotheses. The

dissertation culminates in a rationalized recommendation analogue and a scope for future

research for those aspiring researchers who are drawn to this subject of study.

1.8 Summary

As insinuated at the outset of this chapter, the secret to survival in a competitive industry

lies in gaining competitive advantage, which can be accrued by differentiation. A popular

means of differentiation is provision of exemplary service, which is contingent on the

guests’ experience. The guest experience is dependent on the delivery of the service

provider, necessitating the display of a cheerful friendly attitude. However, in view of the

fact that it is not always possible to feel happy and cheerful, employees often feign positive

emotional displays.

Thus, an employee acts in contradiction to what is felt, generating a gap between felt and

expressed emotions called emotional dissonance. This emotional dissonance causes a

strain, which may result in burnout. The burnout syndrome is one of the most lethal

afflictions that is surging through the industry, thus pronouncing a need for its reduction.



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Burnout is predicted by emotional dissonance. This emotional dissonance is regulated by

personality prototype, which can be explained on the basis of the simple rational that, with

the variance in temperament, the nature of inherent emotional expressions would vary, thus

accounting for a variance in emotional dissonance. Thus, in view of the need to reduce

burnout, this study undertakes to assess the relationship between affectivity (trait

perspective of personality) and burnout, which would consequentially provide a rationale to

the adage “hire for personality”.

The issue under scrutiny is of vital importance, particularly in today’s epoch, where the

focus is on the customer, the product is intangible, and guest is always right. It demystifies

the implications of smiling to please and being pleased to smile, symbolic to the surface

acting (modifying expression) and genuine acting (genuine behavior) components of

emotional labor, (Hoschild, 1983)5 which can be instrumental if predicting the degree of

emotional dissonance.

In view of the assumption that emotional dissonance predicts burnout, this research is an

endeavor to expose the pivot on which the propensity to smile (or not), is balanced

(affectivity), and establish a liaison between it and the burnout risk.

Thus, the researcher will enunciate the trait perspective of personality and seek to justify

the existence of a liaison to the burnout risk on the rational that affectivity; determined by

the nature of the dominant and recessive personality traits and their relative prominence;

can determine the degree of dissonance, by predicting which component of emotional labor

will be endorsed by an individual. The level of dissonance is determined by the endorsed

technique or component, which suggests that the endorsed technique of emotional labor

may have a direct bearing on the level of burnout. This provides a logic for the underlying

purpose of this study.

Hence the researcher construes that there may be a connection between the element that lies

beneath the smiling persona, and burnout. This element, which is denoted as affectivity,

drives the employee to smile to smile or be pleased to smile.



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Thus, there may be a liaison between the annotation “Smiling to Please or Pleased to

Smile? and the propensity to yield to the Burnout risk.

Thus, the researcher encapsulates: in an industry characterized by competition, beleaguered

with the wrath of high labor turnover, laden with emotion and contingent on its labor to

create value20 it is imperative to assess the functioning of the smile factories (hotels

frontline employees) that constitute this dynamic industry. This is may be attributed to the

fact that the product is contingent on their behavior and their emotional expression.

Thus, on order to reduce the dysfunction of burnout, it is vital to gain a comprehensive

understanding of what lies beneath that smiling façade. This will facilitate an understanding

of the burnout syndrome. In view of the above discourse, the researcher construes, that

there may be a link between burnout and the trait perspective of personality (affectivity).

However, in order to arrive at this, and validate the study, it is necessary to first understand

the burnout syndrome and the circumstances that nurture its subsistence, which will be

elucidated in the next phase of this dissertation.

The direction for the facilitation of this research and construction of the secondary

argument, which constitutes the next phase of this dissertation, is provided by the

delineated aims and objectives, and extent of deliberation confined by the intimated scope

of the research.

20 Abraham, R 1999, ‘The impact of Emotional Dissonance on Organizational Commitment and Intention to

Turnover, The Journal of Psychology, vol.33 no.4, pp.441 –445



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2.1 Overview

This chapter introduces the reader to the various constructs that form the basis of the

ensuing discussion and draws links between them to culminate in the genesis of the final

hypothesis. The researcher embarks upon this literary excursion with a deliberation of the

Burnout syndrome, illuminating its stature as an occupational hazard which is the rationale

behind the conduction if this research. It brings into perspective its relevance to the hotel

industry , which draws into the discussion, the predictor of burnout in the frontline work

setting, where emotional labour is exemplified, by virtue of the necessity to maintain a

smiling demeanour at all times.

The ensuing discourse dwells upon this predictor, termed Emotional Dissonance, and

delineates the significance of this construct to the hotel industry, highlighting the

implications among leisure establishments of five star category, which epitomize the

operationalization of emotional labour and inadvertently emotional dissonance, which is a

predictor of burnout. By virtue of the preordained stature of the dissonance syndrome in the

resort frontline , which is a predecessor to the burnout hazard, the researcher attempts to

delve deeper in search of an element that accounts for the nuances in the emotional

dissonance syndrome, which regulate its temperature in the workplace, in an attempt to find

a means of regulating burnout.

Since, emotional dissonance is the dissonance felt between realized and expressed

emotions; it essentially varies from one person to another by virtue of the difference in

individual temperament. A person with a mild temperament where being pleasant and

smiling is an inherent virtue, the propensity to digress from felt emotions while adhering to

organizational display rules, will be in contrast to a person with a pessimistic persona.

Hence, emotional dissonance would vary from one personality to another.

CHAPTER TWO

LITERATURE REVIEW



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Thus, the concept of affectivity, which cohorts to the trait perspective of personality that

rationalizes the assumption of emotional dissonance variance with persona, is brought to

the fore.

This discussion terminates in the hypothetical deduction that is subject to validation in a

real life scenario, which will be done during the conduction of the primary research, limited

to five star resorts in India. The following discussion will form the argument that is the

mainstay of this dissertation.

2.2 Burnout

2.2.1 Prologue

‘Crash and burn’ ‘up and out’ ‘In the weeds’ ‘revolving door’

‘Shake and bake’ ‘burn and turn’18 .

Decrypting this industry jargon, brings to the fore the Burnout syndrome, the dysfunction

that is rampaging the service industry, the world over (Vidyarthi 2003)21. According to

recent studies, explicated in the Hudson report (2005)22 the hospitality and tourism industry

exhibits above average rates of burnout with as many as 37% of the managers suffering

from the burnout syndrome.

As recent studies conducted by Fetsch et al (1991)23, have intimated, the significance of

burnout to the service industry lies in its preordained stature as an occupational hazard

which the researcher articulates is the raison d'être for viewing it with contempt, leading to

the genesis of a covet for its attenuation.

21 Vidyarthi, PR 2003, ‘I am Smiling but I don’t Like you’,The Hindu, 16 Sep. Viewed Aug 25. 2005. Available from Internet <http://www.hindu.com> 22 The Hudson Report, 2005, Pt III HR insights: Employment and HR trends, Aus 23Fetsch, RJ, Pergola,J 1991 ‘Effective Burnout Prevention Program’ Journal of Extension Winter 1991 vol.29, no.4, Viewed Feb2, 2005, Available from Internet <http://www.joe.org/joe/1991 winter/rb6.html>



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The contempt with which burnout is viewed, is connoted by the word itself. Just as the

burnout of a mechanical factory proves deleterious to the organization, so does the burnout

of employees. According to Eisenberg et al (1993) cited in Boje et al (2001)24 ,friendliness,

courtesy and fun are the products of the smile factory, which is symbolic to the smiling

robots at Disney land who play roles to guests. In the theatre metaphor it personifies the

roles of frontline employees in uniform, performing a job to the customer that parallels the

role played to guests in the smile factory, by virtue of the requisite demeanour; pleasant,

friendly and smiling.

Thus applying the smile factory patent to the hospitality industry, with contextual reference

to the customer interface, is deemed appropriate by the researcher, which conforms to the

views of Smith et al (1987) cited in Boje et al (2001) 18

Hence, as the burnout of any mechanical factory is an occupational hazard, so be it with the

smile factory. Thus, the researcher deduces that employee’s burnout is essentially an

occupational hazard, re-iterating the rational that prorogues this dissertation. This brings

into perspective the first construct that has instigated the ensuing research.

The above expressions are a clear illustration of the impending doom that befalls service

employees, and the industry that they work for. “BURNout” and “TURNover” are two

coherent variables that are allied by a causal relationship25 in the Hotel industry, which

validates the lexis impeded in the industry jargon.

In order to gain a comprehensive understanding of the issue at hand, a firm hold on the

construct of burnout is fundamental, which will be deliberated during the ensuing

discussion and ignite the chain reaction that will culminate in the genesis of the final

hypothesis.

24 Boje, DM, Rossana, CA, Schooling, B, ‘Reclaiming story in organization: Narratologies and action sciences cited in Westwood,R, Linstead,S, ‘The language of organization’ pp. 132-175 Ch.6 Sage Publication London/CA. 25 Spener,s, Dalal, RS, Affect in he workplace”a test of and extension to affective events theory (AET) viewed 12 Jan 2005 Available from Internet



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2.2.2 The Burnout Syndrome “ Burnout is nature’s way of telling you, you’ve been going through the motions, your soul has departed; you’re a zombie, a member of the walking dead, a sleepwalker. False optimism is like administering stimulants to an exhausted nervous system”26 Burnout is” physical or emotional exhaustion caused by stress”

- Concise Oxford Dictionary (cited in Haoting 200513)

Maslach (1982) cited in Hsieh, YM (2003)27 and Bakker (2003)28, construes burnout as a

three-dimensional construct. On the basis of Maslach et al’s conviction (Maslach 1993,

Maslach et al 2000 cited in Lewandowski 200329 and Bakker 200328), the researcher

suggests that burnout is a psychological syndrome of emotional exhaustion,

depersonalization (feeling of detachment) and reduced personal accomplishment, in

response to chronic interpersonal stressors on the job (Maslach 1993; Maslach et al,

2000)22.

To corroborate this conception the researcher has drawn upon the views of other authors

(Abrams & Niaura, 1987; Poherecky, 1991) cited in McDonald et al (2002)30 whose views

are in accord with Maslach et al 28. As conceded by McDonald et al (200230) burnout is a

personification of occupational stress encompassing three prime states; which are

emotional exhaustion, depersonalization and feelings of diminished personal

accomplishment (Abrams & Niaura, 1987; Poherecky, 1991) 30 .

Thus, the researcher deems it viable to endorse the views of Maslach et al and hence

insinuates that burnout has three facets that come into play with the onset of the syndrome.

26Think Exist 1992-2005,Viewed March 22, 2005, 16:05 hrs, Available from Internet <http://en.thinkexist.com/quotations/burnout/> 27Hsieh,YM, Hsieh, HT 2003, ‘Does job standardization increase job burnout?’ International Journal of Manpower ,Volume 24 Number 5 3 pp. 590-614 28 Bakker, AB & Heuven, E 2003, ‘Emotional Dissonance and Burnout Among Cabin Attendants’, European Journal of Work and Organizational Psychology vol.12, pp.81-100 29Lewandowski, C. 2003 ‘Organizational factors contributing to worker frustration: the precursor to burnout’. Journal of Sociology and Social Welfare, Viewed December 2003. Available from Internet <http://www.cyc-net.org/quote2/quote-582.html> 30McDonald,T, Siegall, M ‘Burnout and Expectancies About Alcohol Use: Drinking Behavior in a Sample of University Professors’, Department of Management at California State University, Chico. Viewed 18Nov 2004. Available from Internet < http://www.westga.edu/~bquest/2004/burnout.htm>



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They are a depletion in emotional resources/capital, emotional detachment from others and

predisposition to undermine one’s performance.

On the basis of the above citation and review of an excerpt31 that construes a similar school

of thought, the researcher stipulates that burnout induces a callous attitude to work and

inability to achieve. (Criteria employed by Maslach et al to determine the level of burnout,

(ref. MBI.pg 61 .) When an employee is burned out, there will be a tendency to perform the

task in a mechanical manner, with no feeling or soul, which is coherent with the second

facet of Maslach’s three-dimension construct; depersonalization.

Authors (Deadrick et al 2001) 32opine that emotional exhaustion is a typified by a feeling of

emotional fatigue. It insinuates a feeling of being stripped of emotional wealth by the job,

resulting in exhaustion of emotional resources, which makes and employees tend to feel

emotionally prostituted to the company. The upshot is the trepidation that materializes,

which engenders a reluctance to proceed to the workplace and a feeling of being exhausted

emotionally (ref to MBI. pp 61 )

The second element, Depersonalization, is reflected in an outward countenance of cynicism

adjunct with a callous and detached attitude. It instigates the perception of co-workers and

client as dehumanized objects, rather than people, intimating a loss of feeling towards

everyone around. Thus the researcher feels that it creates a sense of numbness, which

implicates that a sense of optimism expressed would be feigned. This belief of the

researcher is in tandem with the essence of the axiom at the threshold of this discussion.

The last ingredient of the matrix is diminished personal accomplishment, or a propensity to

negatively assess work performance culminating in a feeling of deterioration in work

proficiency and achievement (McDonald et al) 30.

31313131Bragg, T 2003,’ Job burnout is a dragon scorching the modern workplace’, Progressive Distributor, viewed 18 Nov,2004, Available from Internet< http://www.time-management-guide.com/burnout.html> 32 Deadrick, D et al 2002, ‘Service with A Smile Legal and Emotional Issues’, Journal of Quality Management, vol.6.pp.99-100.



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Based on the views of various authors, (Maslach 1993; Maslach, et.al., 2000, Abrams &

Niaura, 1987; Poherecky, 1991, Abrams & Niaura, 1987; Poherecky, 1991, Tracy

McDonald and Marc Siegall, Terry Bagg)24 who have provided parallel convictions on the

issue, the researcher deduces burnout as a juxtaposition of feelings encompassing intense

emotional fatigue (which intimates emotional exhaustion), cynicism and detachment from

the job or loss of heart, waning morale and propensity to undermine oneself in terms of

performance. This syndrome is of particular interest to the researcher by virtue of its

hazardous implications, which beleaguer the hotel industry, especially at the customer

interface, facilitated by the conductivity of the workplace.

By virtue of the nature of their work, professionals’ in fields such as human services are

deemed to be subject to the risk of burnout (Maslach & Jackson, 1982 cited in Barnet et al

199933). The inquisition of how the frontline identifies with the syndrome, which drives the

researcher to delve into an investigation cantered on identification of the climate that

sustains it, shall be revealed in the ensuing discussion. To provide robustness to the

argument in relation to the aim of this dissertation, the researcher illuminates the

occupational hazards posed by this syndrome, prior to the discussion of the conductivity of

the environment (the customer interface). The researcher feels that it is mandatory to be

familiarized with the perils of burnout to rationalize the research prerogative.

2.2.3 Hazards of Burnout

The researcher perceives the burnout syndrome as an occupational hazard. This perception

is rooted in the views of Fetsch et al (1991)34, that it is the most rampant occupational

hazard that is discharging its venom into the service industry. The genesis of this

conviction by the researcher is the upshot of the nuances in which jeopardy transpires both

through organization both directly and through its employees, which are the mainstay of

any organization, particularly a hotel.

33 Barnett,CR, Brennan,TR, Gareis,CK, 1999, ‘A Closer Look at the Measurement of Burnout’ Journal of Applied Biobehavioral Research, vol4, no.2, pp. 65-78. 34 Fetsch, RJ, Pergola, J, 1991, ‘Effective Burnout Prevention Program’ Journal of Extension Winter Volume 29 Number 4



18

This, reiterates need to assess the syndrome employees in the customer service industry.

Reverting back to the perils of burnout, the occupational hazards established by various

authors have been illuminated.

Research has shown that burnout and work exhaustion have negative consequences for

organizations. In particular, these stresses tend to weaken employee attachment to their

employers, lowering organizational commitment and increasing actual and intended

turnover35. Turnover is expensive as it costs the organization to replace employees, both,

in terms of time and money.

As propounded by Koeske (1989) et al (1982), in Costa et al (2004) 36 burnout can also

result in personal dysfunction and negative work-related attitudes. It has also been

associated with physical exhaustion and illness, increased use of alcohol and drugs, marital

and family conflict, and psychological problems.37 The researcher feels that negative work

related attitudes could be prove detrimental to the organization. This perception of the

researcher is based on the views of Marla Misek (2002)38.

As intimated by Marla Misek (2002) 32 service is the key determinant of customer retention.

Thus the researcher concurs with Misek (2002)’s 30 dialogue that necessitates the need for

the right attitude; service attitude among frontline employees, which means renders burnout

redundant in the context, and thus an occupational hazard.

Psychologists39 avow that the burnout syndrome is ominous to the interests of the

contemporary workplace, which the researcher agrees with in view of the increased

absenteeism, deterioration in productivity and toll on physical health, attributed to the

burnout syndrome, enunciated in a recent write up in the China Daily (April 4,2005) 38.

35 Valcour, B, Batt, R 2003, ‘Work Exhaustion, Organizational Commitment And Work-Life Integration: The Moderating Effects Of Work-Family Identity Salience’, Paper prepared for the Business & Professional Women’s Foundation Conference From 9-to-5 to 24/7: How Workplace Changes Impact Families, Work and Communities 36 Gonzalez, JL, Rodiguez, RM, Puente, CP, Costa, NA, Recio LA, Barco, P, Cuadros, JA 2004, ‘ ‘Burnout in Organizational Therapy: An Analysis focused on the level of Individual and Organizational Consequences’, Psychology in Spain, vol.8, no.1, pp.98-105. 37N.S 2001, Leadership Advantage, viewed 12 Nov, 2004. Available from Leadership advantage. <http://www.leadershipadvantage.com/preventingExecutiveBurnout.shtml> 38 Misek, M 2003, ‘It’s Better To Be Safe Than Sorry, Indian Express Group, viewed 19Nov 2004, Available from Internet, < www.expresshotelierand caterer.com> 39 Available from Internet <http://www.chinadaily.com.cn/english/doc/2005-04/07/content_431973.htm>



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2.2.4 Variance Factors

A. Gender

On the issue of variance in burnout on the basis of gender the researcher has cited

contradictory perspectives. Some authors opine that gender determines the likelihood of

succumbing to the burnout syndrome (Baron and Kenny, 1986 cited in Hsieh, YM 2003) 22.

According to Cordes et al men and women often report differences in levels of the three

burnout components (Cordes and Dougherty, 1993; Martin, 2000 cited in cited in

Hsieh,YM 2003)22 . In a study carried out by Mulholland,K.,(2002) 40, a high incidence of

burnout was seen among women, which leads the researcher to question the drive that is the

impetus for women to pursue managerial jobs in the hospitality industry, a dominant player

in the customer service industry that is prone to burnout.

However, as this study was conducted in the U.S, which has a distinctly different cultural

constitution, the researcher feels that the results may not apply to the Indian scenario where

the masculinity index in high. Based on a recent citation (ref to Appendix III) he researcher

feels that when this issue of variance is studied in a different country and industry, the

results may be different. Thus, the views of Mulholland, K., (2002) 34, based on a study in

American call centres may become redundant in the Indian hotel context.

The rational behind this is the verity that the cultures differ and as intimated by Hofstede’s

study of cultural factors, the masculinity index (ref. Appendix III) which enunciates the

division of roles between males and females is observed to have a higher value in the US

than India, leading the researcher to question the validity of Mulholland,K,(2002)’s 34

conviction, in the context of Indian hotels. The above research suggests that women are not

cut out for the industry, by virtue of the fact that they are presumed to be prone to burnout.

40 Kate Mulholland, K 2002, ‘Gender, emotional labour and team working in a call centre’, Personnel Review, Volume 31 pp. 283-303



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However, in India, women have been adjunct with service par excellence since time

immemorial41. Thus the researcher is doubtful of what the reality may be, in terms of

burnout variance between males and females in the Indian context.

In a study of Taiwanese workers, carried out by Cordes et al (1993) and Martin (2000)

cited in cited in Hsieh,YM (2003) 22 it was intimated that there is a gender variance in the

relative burnout levels. On the basis of a study of job burnout, Downey, RG et al (2002) 42

propose that gender is a personal characteristic that influences burnout.

However, the researcher feels that women are an important part of the industry, which is

supported by Zhao (2002) 43who states the feminization of the industry as the latest

phenomenon. By virtue of the fact there is no empirical evidence that validates the

robustness of the conviction that suggests that women are more prone to burnout or that

there is a stark contrast in the burnout levels experienced by the two sexes; the researcher is

initiated to address this issue on the basis of analysis of firsthand information, gather during

the primary data collection phase of this research.

B. Age

In a study of Taiwanese workers in retail and manufacturing industries, it was observed that

younger individuals exhibited higher burnout levels. More precisely, the age bracket

between 20 -30 years is the most susceptible to burnout (Fetsch et al 2002)44. However,

there is no empirical evidence of such studies conducted amongst frontline workers Indian

hotels, which is the case in point.

41 Wadhwa, S 2001, ‘Hotels Patronize Women As PROs & GREs’, Express Hotelier and Caterer’ Viewed 14 March 2005, Available from Internet <http://www.expresshotelierandcaterer.com/20010820/avenues2.htm> 42Downey,RG, Rappoport, HL, McCabe, AE, Tagler, MJ, Hemenover, SH 2002, ‘Can Coping Skills

Reduce Job Burnout?’, Preliminary Analyses’ Kansas State University 43 Minghua Zhao, May 2002, ‘“Emotional Labor In A Globalized Labor Market: Seafarers On Cruise Ships.’ Working Paper Series Paper27, Cardiff University School Of Social Sciences 44 Fetsch, RJ, Pergola, J, 1991, ‘Effective Burnout Prevention Program’ Journal of Extension Winter Volume 29 Number 4



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While several authors (Baron and Kenny, 1986, Cordes et al, 1993 cited in Hsieh, YM

2003) 39 agree that age is accountable for a variance in burnout the researcher does not

deem it viable to blatantly endorse the view, without studying it in the context. Thus, the

validity of the above view will be justified at a latter stage in this dissertation on the basis

of primary data analysis.

C. Marital status

Maslach et al (1984, 1986) and Cordes et al (1993) cited in Hsieh,YM (2003) 39 opine that

unmarried individuals report higher levels of the burnout components. In a study45 of

workers in the department of Paramedic Services, where there is a considerable amount of

emotional labour performed by virtue of the nature of the work, it was argued that younger,

married officers are more relatively more vulnerable to the burnout syndrome. While the

above view that intimates marital status as a plane in which the burnout level varies from

one status to another was concurred in a recent excerpt (Fetsch et al 1991) 38, the researcher

has certain doubts about this fact in the Indian scenario, where the culture is different as

depicted by Hofestede (ref,Annexure III). The lack of evidence of similar surveys in India,

which has made the researcher reluctant to endorse the above views, has provided the

impetus for the researcher to re assess the variance in burnout among individuals of

different marital status: married, divorced and single.

D. Redundant Factors

Authors have also suggested the variance of burnout with job position and job tenure.

However, these are factors that are incoherent prior to adjunction to the establishment,

which renders them null in the context of the current discussion, which is focused on the

factors that determine the susceptibility to burnout and not those that reveal trends in

burnout at the workplace

45Boyle, MV 2000, ‘regions, off-stage support and the privatizing of emotional process work’ paper presented at TASA 2000 Conference. Adelaide: Flinders University, 6-8 December



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2.2.5 Significance to the Hotel Industry

Marketing personnel are said to be prone to the burnout symptoms, by virtue of extensive

contact with people outside the organization (customer). In other words, where bridging the

gap between customers and the firm is fundament to the job, and responsibility to both

parties mandatory, the susceptibility to burnout is high. 46

Thus, the researcher advocates that employees at the customer interface, who have to deal

with customers in the process of service delivery, are susceptible to burnout. This view is in

coherence to that of Singh et al. (1994),47 who have argued that boundary spanning

(frontline) jobs are the most commonly hit zones, by the burnout syndrome.

The repercussions of the burnout syndrome are propagating through the customer service

industry with a force that has sent the burnout rates soaring to endemic proportions that

outstrip other industries to a notable denomination. In accordance with the Hudson Report,

2005, which reveals the results of a recent study, the burnout rate in the hospitality and

tourism sector is well above average and 4th on the list. A study conducted by Vallen

(2000) cited in Elliot (2000)48 and Fernet et al (2004)49 burnout rates from emotional

exhaustion, the prime facet of burnout are the highest in the lodging industry. In a study

carried out by Buick et Thomson (2001) 50 it was observed that within the industry, the

highest burnout rates were exhibited by the front office and food and beverage departments.

As various authors (Deery, Iverson, & Walsh, 2002; Hochschild, 1983; Leiter & Maslach, 1988;

Sutton & Rafaeli, 1988; Wharton, 1993)55 have intimated, work exhaustion (emotional,

physical and mental) is particularly prevalent among people who work in front-line service

occupations helping other people solve their problems, such as customer service

representatives, and flight attendants.

46 Personnel Today, 2005, ‘How to Avoid Burnout’ Viewed 14 April, 2005. Available from Internet, <personneltoday.co.uk/Articles/2005/04/12/29169/Burnout+How+to+avoid+burnout.htm> 47 Brown, M, Benson, J 2003,’ Rated to exhaustion? Reactions to performance appraisal processes,’ Industrial Relations Journal, vol.34.no.1,pp.67-81 48 Elliot, C 2000, ‘B&B Burnout’, viewed 10nov, 2005. Available from Internet, <ww.Elliott.com> 49 Fernt,C,Guay,F, Senecal,C, Aug 2004, ‘Adjusting to job demands: The role of work self-determination and job control in predicting burnout’ Journal of Vocational Behavior,vol.65,no.1,pp.39-56 50 Buick, I et Thomson, M 2001, ‘Why do Middle Level Managers Burn Out?



23

These jobs are analogous to that of employees at the customer interface or in the

foodservice and front office departments, leading the researcher to believe that they would

experience emotional exhaustion.

Burnout is stealthily skulking into organization, causing the temperature to rise on the

meter, further resulting in endemic proportions, particularly among the hospitality and

tourism strata.

According to Ganster & Scaubroeck, (1991), and Maslach (1982)51, burnout is a stress that

surfaces due to an unremitting emotional strain that materializes in the avatar of emotional

or affective responses, which occurs in jobs involving extensive interpersonal transaction.

As intimated by Self.J 52 where there is customer service, stress is in tow. On the basis of

this verity, the researcher infers that for burnout to ignite, human interactions are

fundamental. This renders the frontline or boundary spanning positions of a hotel suitable

for it to develop.

This explains why the industry is plagued with the highest scores of burnout. But what is

the underlying principle that causes this infliction? To riposte, the researcher draws upon

the deliberation of Ganster et al, (1991)53, which clearly indicates that emotional strain is

the underlying factor. Emotional strain is inevitable in an emotion-laden job, of which the

frontline is a case in point. This is purely by virtue of the emotional labour construct that is

woven into the work role.

51Moore, C, Kelliher, C,Hailey, VH 2004, ‘Being real or really being someone else? Managers and emotional Labor’ paper presented at Work Employment and Society Conference, Cranfield University, Cranfield. 52 Self (Dr.) John,T. Are you stressing out your employees? - Creating a supportive environment, Improving Customer Service Index, Issue 16, Available on Internet : < http://www.sideroad.com/cs/column16.html > 53Moore, C, Kelliher, C,Hailey, VH 2004, ‘Being real or really being someone else? Managers and emotional Labor’ paper presented at Work Employment and Society Conference, Cranfield University, Cranfield.



24

Customer service work is characterized by a high level of face-to-face or voice-to-voice

contact between the consumer and the service representative, whose job it is to solve the

customer’s problems and produce a feeling of satisfaction in the customer. It is widely

recognized that this type of work can lead to burnout (Morris 1996, cited in Lewig et al

2003).1

Frequent interpersonal transactions between the consumer and service representative are

fundamental to customer service work. It necessitates the solution of customer’s problems

by the service representative, which facilitates customer satisfaction. It has been conferred

that this type of work can result in burnout.

The "service" nature of the hospitality industry and the front line role of hotel managers;

especially middle level, (Mulholland, K 2002) explain why burnout is spreading like a

wildfire. As rightly stated by Leiter and Maslach (1988) 59, those who have extensive

contact with people outside the organization, are more prone to endure the wrath of the

consequences of burnout. As discussed by Cravens et al54 a salesperson, who’s primary job

task is to bridge the gap between customers and the firm, and are responsible to the

demands of both, are particularly prone to the effects of burnout.

A frontline job or boundary spanning job in a hotel entails a similar task, (solving problems

of customers) thus rendering these positions prone to this dysfunction. . Several authors

Maslach (1982), Ganster & Scaubroeck, (1991) and Moore (2000) are in accord with this

view, justifying the pervasiveness of the ideology. The inseparability of this construct from

this work setting characterized by service, (frontline) is in tandem with the elucidation of

emotional labour provided by various authors (Hoschild, Morris and Feldman, Taylor).

This coherence of emotional labour to service work is corroborated by Browen et al (1991)

cited in Mann (1997) 6.

54 Low, GS, Cravens, DW, Grant, K, Moncrief, WC 2001, ‘Antecedents and consequences of salesperson burnout, European Journal of Marketing, Volume 35 Number 5/6 pp. 587-611



25

The extant emotional labour construct defines the work paradigms, in a service-oriented

workplace, which leads to emotional strain due to constant regulation of emotions, and

resultant dissonance It is thus not surprising that burnout rates from emotional exhaustion

are the highest in the lodging business. (Merritt, EA 1996 55 and Grandey et al 20027)

extensive interpersonal transactions under time constraints are a prerequisite of

engendering a conducive scenario for the syndrome to emerge. The researcher has

reiterated this verity through the parallel view of Weisberg (1994)56, who enunciates that

the inclusion of extensive interaction with demanding customers, into the work paradigm,

increases the susceptibility to high degrees of burnout

This leads the researcher to delve deeper into this facet of emotional labour, to establish a

relationship between the burnout and emotional dissonance. However, before transcending

into the next variable, the researcher elucidates the factors that can have a bearing on the

level of burnout, that are extant prior to adjunction to the industry and may influence the

burnout level on adjunction.

2.3 Emotional Dissonance

2.3.1 Contextual Explication “It’s a very hard job. You can be totally drained just by greeting people…smiling at them”

- (Zhau 2002)37

On the basis of the above-cited dialogue, the researcher deduces that the act of smiling can

eventuate in exhaustion. This view concurs with the views of Bakker (2003) 56 , elucidated

in a recent study of burnout and emotional dissonance in the hospitality industry. This

study carried out by Lewig et al (2002)1 revealed a high correlation between

emotive/emotional dissonance and two of the dimensions of burnout: emotional exhaustion

and depersonalization was observed.

55 Merritt,EA ,March20 1996, ‘A Study of Burnout in Private Club Management’, paper presented at The School of Business and Management, Pepperdine University 56 Weisberg, J 1994, ‘Measuring Workers' Burnout and Intention to Leave’, International Journal of Manpower Volume 15 Number 1, pp. 4-14



26

This study, however did not illuminate the relationship with the third dimension, but was

confined to the first two, also deemed as the first two stages, promulgating to complete

burnout.

Thus, the researcher deduces that merely smiling to please, but not really pleased to smile,

may subject an employee to emotional exhaustion and/or depersonalization. The researcher

is however doubtful of the relationship between emotional dissonance and burnout as a

whole.

In accordance with Mann (1997)’s 6 conviction, it is not always possible to feel happy and

jovial, and up to smiling. However, since it is a requisite on the job and a part of the task,

the surface acting technique of performing emotional labour is endorsed, which typifies an

extant dissonance. Surface acting implicates mere modification of facial expressions to

concur with the expected emotional display, thus resulting in a feigning of a smiling

disposition. This results in incongruence between felt and expressed in emotion, termed as

emotional dissonance. This emotional dissonance creates a strain that renders the virtually

simple task of greeting guests, cumbersome, by virtue of the upshot; exhaustion

(emotional). To facilitate a better comprehension of the concept, the researcher suggests an

alternate contextual elucidation.

For instance, if a person is swimming upstream against a current, there is a variance in the

flow of the river and the direction in which the person is swimming. If the person had to

swim with the current or choose a direction that was naturally being charted by the river the

flow he/she would swim downstream. However, in the afore mentioned case, the person is

attempting to swim against an extant force. The pressure experienced by the person whilst

swimming against the current, augments the effort required to do the task of swimming.

This would eventuate in a physical exhaustion. Reverting back to the original context of

smiling at guests, the mechanism at work is almost the same.



27

On retrospection, the researcher argues that just as swimming against the current puts a

strain on the swimmer’s muscles resulting in physical exhaustion, the act of smiling would

create a strain, if it is feigned, as there would be a contradiction between what is felt and

what is expressed. This contradiction is analogous to the cited example wherein the flow of

the river contradicts the direction in which the swimmer is attempting to go.

In the contextual paradigm, the exhaustion would take the form of emotional exhaustion,

which is the upshot of an emotional pressure. Emotional exhaustion, the first stage of

burnout may thus be accredited to emotional dissonance.

To validate the above argument, the researcher has drawn upon the convictions of Bakker

and Heuven (2003)57. According to Bakker et al, there is something specific about the

intensive interpersonal interactions in human service professions that may cause burnout,

which is encapsulated in emotional labour, a core component of service work (Hoschild

1983)5, typified by face-to-face or voice to voice customer interaction. This necessitates the

display of certain emotions.

The emotional dissonance syndrome comes to the foreplay when incongruence exists

between actions and feelings and dissonance between felt and expressed emotions is

experienced. In this circumstance, emotional labour can become a dysfunction for the

employee, (Lewig et al 2003)1 and lead to emotional exhaustion (burnout). This leads the

researcher to believe that the task of smiling is rendered laborious when the expressed

emotions conflict with those felt, impelling the employee to feign them, culminating in

burnout.

As insinuated by Golembiewski et al (1984) and Maslach et al (1988) in Wilk et al (2000)

58 emotional exhaustion is the extent to which employees feel drained and overwhelmed by

their work. Just as a swimmer is drained physically an employees may be drained mentally

when inundated with the strain generated by emotional dissonance, which is the

incongruent felt between expressed and experienced emotions.

57 Bakker, AB & Heuven, E 2003, ‘Emotional Dissonance and Burnout Among Cabin Attendants’, European Journal of Work and Organizational Psychology vol.12, pp.81-100 58 Wilk,SL, Moynihan,ML , 2000, ‘Display Rule “Regulators”: The Relationship between Supervisors and Worker Emotional Exhaustion’, forthcoming Journal of Applied Psychology



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Stress and customer service go together like love and marriage. They have been intertwined since someone first realized that customers will go elsewhere if there is no service to back it up. However, a corollary is that whenever service and customers come together stress is not far behind. Since the majority of our employees are human there is little doubt they are affected by stress. I believe it is the major reason for "burnout.”

- Dr. John T. Self 46

On the basis of the above citation, the researcher construes that customer service, is

stressful. The researcher attributes this to the inherent emotional labour that defines the role

of a frontline employee, which may result in emotional dissonance when the surface acting

technique of emotional labour is adopted. According to Hoschild, the pioneer of the

concept who coined the term emotional labour in 1983, emotional labour is performed

either through surface acting or deep acting (Mann 1997)6 While surface acting involves

expressing unfelt emotions in order to conform with display rules, Thus, the job of

customer service may eventuate in burnout. This view is in accord with the view of other

authors (Grandey, 2000; Hochschild, 1983; Morris & Feldman, 1996 cited in Hughes et al

2003)59 who have intimated that burnout, is associated with emotional labour. Since

emotional labour is the prerequisite for the subsistence of the emotional dissonance

syndrome, the researcher feels that burnout will result from an extant emotional dissonance.

In a study of emotional dissonance and burnout among flight attendants carried out by

Bakker AB & Heuven E (2003)50 the following views were expressed from groups with

burnout complaints:

“I had the feeling in the short time the passenger sees me, he needs to get a positive image of our airline, and that I therefore had to be a laughing object, always cheerful and positive” ‘There was just one single way of dealing with passengers: smiling.”

For the above group of burned out individuals, display rules mandating a smiling

disposition were found to be an organizational given that workers had to comply to

(Heuven & Bakker 2003)50.The above statements indicate that employee smile to please or

out of compulsion and not because they feel like or are pleased to smile.

59 Hughes,R, Gosserand,H 2003,‘ An Examination Of Individual And Organizational Factors Related To Emotional Labor’, PhD thesis, Louisiana State University and Agricultural and Mechanical College



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As supported by the results Heuven & Bakker (2003)’s 50 study, a structural mismatch

between emotions that need to be displayed and inner feelings makes an important

contribution to explaining why cabin attendants get emotionally exhausted. In other words,

emotional dissonance takes onus of the burnout syndrome to a considerable extent.

As argued by Kruml and Geddes (2000, p. 188) cited in Peronnel et al (2004) 60 individuals

who fake their feelings in service encounters are in danger of becoming “emotionally

exhausted, cynical toward customers, and less psychologically attached to their jobs, and

they sense less accomplishment from their jobs.” This brings into perspective the emotive

dissonance dimension of Hoschild’s brainchild. The ensuing commentary will this by

product of emotional labour, the termed coined by Hoschild that epitomizes the job of

every customer service employee.

However, as these studies were conducted in different country and different part of the

industry, the researcher deems it necessary to validate the above in the Indian context.

Thus, the researcher generates the following hypothesis, which will validate the above in

the context under inspection.

H1: Burnout bears a direct relationship with emotional dissonance.

Therefore,

H2: a) The more emotional dissonance experienced, the more susceptible an employee

is to burnout

b) The less emotional dissonance experienced, the less susceptible an employee

is to burnout

60 Peronnel, J, Vockers,MH 2004, ‘Emotions as Strategic Game in a Hostile Workplace: An Exemplar Case’, Employee Responsibilities and Rights Journal, Vol. 16, No. 3



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2.3.2 Display rules

“Once in the scene, and on the deck , seafarers , no matter how they really feel are obliged to control or manage their emotions, so that the products of emotional labour are laced into their service product. They

therefore appear smiling”

– (Zhao 2002)37 … [1]

“This is the hospitality industry and smiling faces are more welcome by the guests. You must remember to smile no matter how

tired you are”

– (Zhao 2002) 37... [2]

“…Sometimes it gets too much ….you are upset, angry and dejected ……but you are supposed to bear a smile, say nice words and appear enthusiastic .oh man! This is not easy; this is….hard,

very difficult…”

- A customer service representative working in a resort hotel 16… [3]

The above-mentioned citations from various employees in the service industry, advocates

that in a service transaction it is mandatory for an employee to smile. The norms that

mandate this ‘service with a smile’ are referred to as display rules Whether or not they

actually feel like smiling; service workers are expected to display a pleasant demeanour,

the essence of which lies in a smiling disposition. When this cheerful demeanour or smile is

displayed, but not felt, there is a disparity between felt and expressed emotions which is

termed as emotional dissonance (Lewig et al, 2003) 1.

This service with a smile has been construed as emotional labour (Deadrick et al 2001)10

.The pivot on which this construct revolves is the veracity that there is a discrepancy

between emotions that are felt and those that are expressed. This reality stems from the

underlying rational that while organizational norms or display rules, which govern the

emotional expression on the job, can control behaviour they cannot control what is

experienced.(Mann 1997)6. This, the researcher feels is dependent on the propensity of the

individual to experience positive or negative emotions, that cohort to the trait perspective of

personality.



31

Thus, to demystify the concept of emotional dissonance with reference to the personality

paradigm, the researcher drawn into the contextual frame, the trait perspective of

personality, denoted as affectivity, which explicates the variance in propensity to exhibit

positive or negative emotions. Prior to this, however, the researcher enunciates the

significance of emotional dissonance in the context of five star resorts, instigated by the

above citation.[3]

2.3.3 The hotel industry and Emotional Dissonance

The conducive work setting

According to Heuven & Bakker (2003, pp.18)50 emotional dissonance is an unavoidable

and intrinsic part of human service professions. Brown et al (1991) cited in Mann (1997)6

have established certain key characteristics of a service profession, which are as under:

� Face to face or voice to voice interaction between service agents and customer

� Intangibility of the product

� Uncertainty created by customer participation in the transaction, which has a

dynamic nature

These criteria are a clear depiction of what frontline employees job in a hotel is all about.

They are essentially interacting up front with the customer, in the delivery of an intangible

product, which is the service either food service or at the Front office. As each customer is

different, and a part of the transaction, there is a degree of uncertainty pertaining to the end

result which could be either customer satisfaction or the converse.

Customer service is dynamic by virtue of the changing demands of customers over time or

from time to another. No two days are alike, which implies that no two encounters will be

alike. These characteristics of service work are collinear with the criteria for emotional

labour classification averred by Hayes et al (2001)61 As emotional labour is prevalent on

the grounds of pre eminence of emotive dissonance as discussed above, the researcher

deduces the likelihood of emotional dissonance in Hotels.

61 Hayes,S,Kleiner,BH,2001, ‘the managed heart : the commercialization of human feeling – and its dangers’, Management Research News, vol 24 number 3 / 4,pp.81



32

Also, as stated by Brown et al (1991) cited in Mann (1997)6, frontline employees are

particularly beleaguered with the performance of emotional labour as they are situated at

the organization customer interface are the organizations representatives to the customer.

This essentially implies that it is critical that they maintain a smiling disposition at all

times. As intimated by Steinberg et al (1999) in Grandey (2002)7 a dissatisfied customer

doesn’t come back.

Thus, if smiling at all times is mandatory, emotive dissonance is more likely to occur

among frontline employee for it not possible to always feel happy, which implies that

feigning emotions at least sometimes will be inevitable (Mann 1997)7 .For instance a

cocktail waitress (classified as an emotional labourer by Hoschild, 2003)62 who must

continually appear exuberant (Mann 1999)7 and thus subject to emotional dissonance. In

view of the fact that dealing with a surly waitress does not ally with a guest’s demand, if

compelled to the chances of customer dissatisfaction are high which is detrimental to the

organization as a dissatisfied customer doesn’t come back (Steinberg et al.)7 Thus, by

virtue of the fact that it is not possible to feel enthusiastic at all times; there will be times

when displayed emotions are artificial and not really felt, resulting in emotive dissonance.

Thus, the stakes are high for the victimization of the emotional dissonance syndrome

among front line employees, which leads the researcher to the second hypothetical

deduction that frontline employees suffer from higher levels of emotive dissonance than

other back of the house employees at the same organizational levels.

Apart from the citations stated, many service-training handbooks incorporate smiling under

circumstances where the feelings contradict the expression expected on the job. This smile

display requirement in the service industry is reiterated by the fact that no customer wants

to deal with a surly waitress. (Mann 1999)57 The underlying reason for this is that a smile is

part of the package offered to the guest by hotel companies, a part of what he has paid for;

which is essentially a delightful experience (Zhao, 2002) 37. A surly waitress is something

no customers want to deal with, and is not what they have paid for.

62 Hochschild, A. 1983. The managed heart: Commercialization of human feeling,2nd edn..Berkeley: University of California Press



33

The leisure Haven: Five Star Resorts

The mention of the word luxury instantly conjures up images of opulent lobbies, elegant

suites and posh dining spots.. However, the core of the quality exemplified in each of these

domains, which is what epitomizes the concept of luxury, is centred on the experience. As

deliberated above, this experience is reliant on the customer – employee interaction, which

is rooted in the performance of emotion management. Thus, the researcher feels that top

end establishment essentially personify the acme of service with a smile. This perspective

is a reflection of what Isadore Sharp63, of the Four Seasons intimates as the essence of

luxury. As stated by Isadore Sharpe, (Misek) 5 “luxury isn’t about just building a different

kind of building and adding amenities, it comes from service”.

The mainstay of service work is emotional labour. Care work as it is called, is identifiable

with service and is concentrated at the front of the house. This conviction was based on the

perspectives of Bowen et al (1991) cited in Mann (1997) 7, Feldman et al (1996) cited in

Lin-chu (2002) 58 Hayes et al (2001)55, which list the criteria to classify work as emotional

labour) Thus emotional labour is epitomized at the customer interface, i.e. in the front

office and food and beverage departments. Hence, these departments are also identifiable

with an inherent degree of emotional dissonance.

What lies beneath that smiling disposition and cheerful and relaxed demeanour is quite the

contrary of what is portrayed. Luxury service work is the epitome of emotional labour. In a

luxury hotel, intangibles are a source of profit.

63Lin-chu, KH 2002, The Effects of Emotional Labor on Employee Work Outcomes. Thesis (PhD) Virginia Polytechnic Institute and State University



34

2.4 Affectivity

2.4.1 Introduction

Figure 1: Personality Perspectives

[Adapted from excerpt: What is Personality64]

In view of the context under discussion, the researcher will deliberate on the trait

perspective of personality, which pertains to personality traits; positive or negative. This

perspective is of the relevance to the context and purpose of the discussion as it iterates a

study of personality traits, which corresponds to affectivity, which engenders that the

propensity to exhibit positive or negative emotions, determined by dominant personality

traits.

On the basis of Watson et al (1988) in Naquin, SS et Holten, EF (2002)65, conviction of

affectivity, the researcher infers that it is an emotion-based dimension of personality that, to

a considerable extent determines the emotions experienced.

64 nd, viewed Sep 19 2004, Available from Internet <www.wilderdom.com> 65Naquin, SS et Holten, EF 2002, ‘The Effects of Personality, Affectivity, and Work Commitment on Motivation to Improve Work Through Learning’, Human Resource Quarterly, vol.13, no.2.



35

As insinuated by various authors, (Costa et al, 1980, Diener and Emmons, 1984; Watson,

Clark, and Tellegen, 1988) in Naquin et al (2002) 60 affectivity has two dimensions, positive

affectivity (PA) and negative affectivity (NA).

On the basis of the elucidations of the above authors, the researcher conjectures that

positive affectivity is the propensity to experience positive emotions and negative

affectivity is the propensity to experience negative emotions. These tendencies are

accredited to the dominant or recessive personality traits. This means that a person with

dominant positive traits would be likely to exhibit positive emotions au natural, as opposed

to a person who has dominant negative traits. Thus, the former may be denoted as a

positively affected person and the latter a negatively affected person.

Thus, the researcher feels that the personality of a person, manifested as positively or

negatively affected would determine the type of emotions that would come naturally to

them. Hence, given a set of display rules, the ability to adhere to them with a lesser or

greater emotional dissonance is contingent upon the personality, in terms of the affectivity.

2.4.2 Affectivity as a Regulator of Emotional Dissonance

“The level of stress you experience depends on your personality”

- Williamson, Ann M 66

In view of the above statement, and the preceding discourse, the researcher confers that

stress in the form of emotional dissonance can be linked to the trait perspective. This may

be understood on the basis of the rationale that if a person has dominant positive

personality traits (ref. to PANAS, pp.59) , the employee will be likely to exhibit positive

emotions naturally. Thus, in the context of this discussion, which is the frontline, which

mandates the expression of positive emotions, the need to surface act will be reduced and

inadvertently, the degree of dissonance experience will be minimized.

66 Williamson, AM 1994, ‘Managing Stress in the workplace: Part I Guidelines for the practitioner’

International Journal of Ergonomics Vol.14, 1994,Pp. 161-169,



36

Thus, the researcher generates the following hypothesis:

H3: a) Positively affected employees experience a lower degree of emotional

dissonance.

Conversely, as stated in Doormann et al (1999)67 in organizations that require the

expression of positive emotions, high negative affectivity individuals may experience

conflict between felt emotions (which are essentially negative) and expressed emotions. In

other words, an employee who is negatively affected, exhibiting positive emotions will not

be natural but more likely to be feigned. This would essentially result in a high degree of

incongruence between the emotions exhibited and those felt.

This conviction concurs with the view of Morris and Feldman (1996) cited in Lin-

Chu,(2002) 58 iterated in their proposed model, which suggested NA was predicted to be

positively related to emotional dissonance when the display rules require positive

emotional expressions (Morris & Feldman, 1996) 58. This leads the researcher to the

assumption that frontline employees who are negatively affected are likely to be more

vulnerable to the dysfunctions o emotional dissonance on accounts of higher levels of

emotional dissonance experienced.

Thus, the researcher generates the following hypothesis:

H3: b) Negatively affected employees experience a higher degree of emotional

dissonance

According to Costa and McCrae (1991) in Naquin et al (2002) 60, individuals who are

negatively affected are prone to stress, which leads the researcher to view the possibility of

personality determining the level of burnout on the following rationale: If the level of

emotional dissonance is determined by the personality, denoted by affectivity and

emotional dissonance to an extent determine the likelihood of burning out then will

personality determine the propensity to burn out?

67 Dormann, C, Kaiser, D, Jan 1999, ‘Job conditions and customer satisfaction’, European Journal of Work and Organizational Psycholog, vol 133,no.1,pp.257- 283



37

2.4.3 Affectivity: A Liaison to the Burnout Syndrome

According to authors negative affectivity is an antecedent to emotional dissonance. On the

basis of this prediction, if emotional dissonance influences the level of burnout experienced

then does affectivity do so? However there is no empirical evidence that illuminates the

impact that affectivity has on the level of burnout, which the rationale underlying this

argument. (Gosserand et al 2003). 4

In keeping with the view of Grandey (2000)7, the researcher construes that in a job where

positive emotional displays are required, employees with a higher level of affectivity ay

need to perform more emotional labour or put in more efforts in order to work effectively

in adherence to the display rules, in spite of circumstances tainted by negative incidents.

The researcher cites a simple example, wherein a guest abuses an employee, but the

employees are still expected to smile, by virtue of the industry dictum that stays “the

customer is always right”. (Grandey, 2000 cited in Gosserand et al 2003)4. Thus, a

negatively affected person is more likely to burn out than a positively affected person, by

virtue of the inherent traits that determine the emotional expression that come naturally to

an individual.

Brotheridge and Grandey (2002) 7 found that individuals who reported higher levels of NA

(negative affectivity) also reported higher levels of burnout. However there was no

empirical evidence of the effects of PA (positive affectivity) on burnout. This led to the

inquisition in the mind of the researcher as to whether PA accounts for a significant

variance in burnout. Grandey (2002)7 found that surface acting was positively related to

NA (as hypothesized), and negatively related to PA (although she made no a priority

hypothesis about this relationship); deep acting was not related to either affectivity

dimension. This leads to the researcher’s inference that PA individuals are less likely to

surface act in a situation where positive emotional displays, while NA individuals are more

likely to surface.



38

As Hobfoll and Shirom (2001)68 intimate that certain personality traits (e.g., resiliency)

have been found to partially buffer workers from the workplace demands that lead to

emotional exhaustion; which is an element of the burnout construct.

Abraham, R. (1999)69 suggests that high negative affectivity individuals face a higher risk

of emotional dissonance in service encounters, which leads to dissatisfaction, lack of well

being and eventually burnout.

Thus, the researcher infers that PA individuals are subject to greater levels of emotive

dissonance compared to PA individuals, keeping in view the requirements of the frontline

service work. As asserted by Iverson et al (1998)70 negative affectivity results in higher

emotional exhaustion while positive affectivity does quite the contrary.

On the basis of the above discourse, the researcher generates the following hypotheses:

H5: a) Positively affected employees are less susceptible to burnout

H6: a) Negatively affected employees are more susceptible to burnout

68 Kitaoka-Higashiguchi, K, Nakagawa,H,Morikawa, Y,Ishizaki, M, Katsuyuki M, Naruse, Y3; Teruhiko Kido 4; Higashiyama , M 2004 ‘Construct validity of the Maslach Burnout Inventory-General, vol.20,no.5, pp.255-260 69 Abraham, R 1998, ‘Emotional Dissonance in organizations: a conceptualization of consequences, mediators and moderators 70 Iverson, RD, Olekalns, M & Erwin, PJ 1998, ‘Affectivity, Organizational Stressors, and Absenteeism: A Causal Model of Burnout and Its Consequences’, journal of vocational behavior vol52, no. vb961556,pp.1-23



39

Conclusion The burnout syndrome is an occupational hazard that has made its gradual skulk into the

boundary spanning positions of the hotel industry, i.e. the customer interface. The prime

reason for this is the requisite emotional labour that compels employees to maintain a

smiling disposition at all times, which is not always possible, especially when the guest is

being difficult. A pleasant disposition has to be maintained, for ‘the guest is always right’.

It often happens that, the employee has to smile despite the fact that he/she does not feel

like. These results in a strain called emotional dissonance, which results from the gap

between felt and expressed emotions. This causes a stress that eventually takes a toll on the

employee and renders him emotionally fatigued ad makes him endorse a feeling of

detachment and numbness, that could affect the person life too as well as make an

employee treat those around as inanimate object, thus tainting the spirit of hospitality. It

also makes an employee undermine his performance, resulting a constant dissatisfaction,

which would in turn make an employee more bitter and thus make it harder for him to

smile.

The animosity of this vicious circle however may be reduced by adhering to the industry

adage “hire for personality”. This is primarily because; a person’s personality determines

his propensity to exhibit positive or negative emotions. This is turn would determine the

degree of dissonance felt by the employee, that has a direct bearing on the level of burnout.

By virtue of the ability of the persona to predict emotional dissonance, which is a predictor

of burnout, it was presumed that affectivity would determine an employee’s susceptibility

to burnout. This deduction is based on the fact that affectivity predicts the level of

emotional dissonance, and the degree of emotional dissonance predicts the level of burnout.

To validate this study, in view of the fact that the assumptions have been drawn based on

similar studies in different countries and parts of the industry, the relationship between

emotional dissonance and burnout, and affectivity and emotional dissonance will have to be

tested in the Indian context. This will enable the final hypothesis, based on the validity of

the fore, to be tested.



40

The ensuing chapter will discuss how the hypotheses will be tested, where, amongst whom

and why. It will also provide the reader with a comprehensive understanding of how the

researcher has proceeded from the identification of the issue, to the literary critique that has

facilitated the genesis of the hypotheses to be tested in the real world.



41

“Research is ‘a systematic and organized effort to investigate a specific problem that needs a solution.”

– Sekaren (1992) 67

“People who are motivated to do significant research, who are willing to pay the cost in terms of time or effort, accomplish significant research”

-.Robson (1993, pp.2)71

3.1 Introduction

The reason a research is carried out, is to solve a problem. Thus, in order to carry out

research there has to be an extant problem. It was on the basis of careful observation of the

extant scenario that an issue was identified, on the basis of which the problem was

extrapolated. The researcher’s desire to resolve the problem led to the genesis of this

research.

3.2 Intent of this chapter

This chapter attempts to facilitate the reader’s understanding of how the researcher was

instigated to embark on this endeavor, the journey traversed and the end result. It provides

an overview of the endorsed methodology and the rationale behind its endorsement. It

proceeds to illustrate the research plan or the design on the basis of which the methodology

has been operationalized. In order to validate the research process the researcher has

provided a logical reasoning for the incorporation of various strategies into the research

design. The various elements in the research design will be integrated into the protocol

prescribed by the selected methodology, to enable the reader to gain a clear picture of the

course of events that led the researcher to the achievement of the predetermined aim. In

short, this chapter explains how the research initiated and how the perspectives generated

will be metamorphosed into meaningful deductions, that cohort to the aim of the research.

71 Robson.,C.,1993,Real World Research,

CHAPTER THREE

RESEARCH METHODOLOGY



42

3.3 Research prerogative

On the basis of the definition of research provided by Sekaren (1992) 67, the researcher

infers that it is a protocol followed by those who aspire to resolve extant issues of concern

in the workplace. The researcher thus feels that the impetus that drives the decision to

conduct a research is the thirst for knowledge, borne of a need for acquisition of a viable

solution as an antidote to a particular problem that besieges the workplace. This research

was embarked upon with the aim of resolving the problem identified. Based on the

purposive nature of the study and the desired generalizability of the results to the

population, the researcher deemed the deductive methodology most appropriate. The

rationale behind the selection of this methodology is based on the coherence of this study to

the preconditions of a scientific research, which is the prototype for which the deductive

methodology is designed. This methodology will now be defined to enable the reader to

understand how the research was systematically conducted and the rationale behind the

endorsed methodology.

3.4 Endorsed Methodology

In view of the fact that this research was undertaken to achieve a definite aim formulated

with a definite purpose in mind and the results were intended to be generalized to the

population from which the sample was studies, the researcher endorsed the deductive

methodology. The reason for this was based on the fact that the deductive methodology

connotes a scientific approach to research, the pre-requisites for which were purpose and

generalizability. Since the results of this study were intended to meet a definite purpose and

were meant to be pervasive to the customer interface of any five star resorts in India, the

nature of the study essentially fit the profile of a scientific study, justifying the adoption of

the deductive methodology.

This methodology institutes the achievement of the aim by hypothetical deductions. In

other words, it implicates the generation of hypotheses on the basis of a theory and testing

them in the real world. In involves a funnel approach, wherein the theory is narrowed down

to testable hypotheses.



43

OBSERVATION

PRELIMINARY INFORMATION GATHERING

THEORETICAL FRAMEWORK

HYPOTHESIZING

FURTHER SCIENTIFIC DATA COLLECTION

DATA ANALYSIS

DEDUCTION

3.5 7-Step Deductive Methodology

The hypotheses are tested by collecting primary data, analysing it and drawing inferences

that either prove or disprove the hypotheses. The endorsement or rejection of the

hypotheses brings the research to a close. (Trochim pp.17)71

This method prescribes a 7-step protocol to facilitate the research process. These 7-steps

define the course chartered by the researcher.

These have been illustrated below, in fig 3-1.

Fig 3-1: 7-step Deductive.Methodlogy

These seven steps may be understood on the basis of the following illustration which

depicts what each step entails, to provide the reader with a better understanding of the

process adopted.



44

Figure 3-2 : Research Process

Scientific Research Design

Problem Definition: Research Problem delineated

Theoretical Framework: Variables clearly identified and labeled

Generation of Hypotheses:

Data Collection, Analysis and Interpretation

Deduction: Hypothesis accepted/rejected?

Preliminary Data Gathering: Reviewing literature.

Observation: Broad area of research interest identified



45

3.6 The Research Process

The selected methodology, the hypothetic deductive methodology was operationalized

through seven stages. The course chartered facilitated a comprehensive analysis of previous

works of various authors and hypothetical deduction on the basis of the researchers

understanding and ability to create a robust case. The result was a systematic and

methodical discussion, which epitomizes Sekaren’s (1992) 67 ideology of research.

The following illustration provides an overview of the events that culminated in the

deduction that brought the study to its conclusion. It essentially depicts how the research

process was implemented in coherence to the prescribed deductive protocol.



46

Questionnaires: 50 = N Population: Frontline employees in top end leisure hotels. Scales: PANAS: [Watson and Tellen] Emotional Dissonance: [Prof A. Bakker] MBI;Maslach Burnout Inventory [Prof A. Bakker] Analysis: SPSS; Spearman’s correlation rho Two tailed Test Interpretations : nature and strength of the relationships.

The Research Design

High levels of burnout in the hospitality industry Burnout = occupational hazard Need to reduce Burnout.

A = Burnout B = Emotional

Dissonance C = Affectivity

H1: H φφφφ: H2 a) H2 b) H3 a) H3 b) H4 a) H4 b) H5 a) H5 b) H6 a) H6 b)

Research Question answered. H1, H2a), H3a), H4a), H5a), H6a) – endorsed Hφ), H2b), H3b), H4b), H5b), H6b) - disproved/rejected

Competitive advantage – need to differentiate – need to augment service quality- need to serve with a smile- need to regulate emotions- EMOTIONAL DISSONANCE BURNOUT –results from emotional dissonance

Burnout is a three dimensional construct rampaging the industry, with detrimental impacts Emotional dissonance is a strain that results in Burnout. Emotional dissonance is significant to frontline employees. Emotional dissonance varies with personal affectivity. Personal Affectivity: Positive Affectivity

Negative Affectivity

B

C

A

Figure.3-3 The Research Process Operationalized.



47

3.6.1 Observations

On the basis Hoschild’s work, the researcher inferred that when a job involves providing

service, within the contextual paradigms of hospitality, a smiling disposition is mandatory.

However, while this service with a smile, as Hoschild called it, may please the customer, it

can take a toll on the employee when a smile. As explicated by Hoschild, this happens

when an employee is feigning a smile in an attempt to conform to organizational norms,

whence not actually feeling like smiling. In other words, the employee is not pleased to

smile, but merely smiling to please. This is attributed to the fact that it results in

discrepancy between felt and expressed emotions, called emotional dissonance, which

eventuates in burnout.

On the basis of personal experience and a review by Vidyarthi (2003)72, the researcher

realized that while serving a guest, a smile was often feigned and not felt. Thus, emotional

dissonance is an extant issue, even in the Indian hospitality industry. The problem arises

from the fact that this emotional dissonance can result in burnout. According to studies, this

burnout syndrome is detrimental to both an employee and an organization. In view of the

fact that it is rampant in the industry, the researcher realized the problem of curbing it.

Since it was predicted to be an outcome of emotional dissonance, the researcher realized

that emotional dissonance has to be reduced.

In an attempt to gain an insight to the construct of emotional dissonance, the researcher

reviewed the work of Lin-chu (2002) in detail. On the basis the results deduced in Lin Chu

(2002)’s study, the researcher observed that emotional dissonance varied on the basis of

personality in the context of the trait perspective, affectivity. According to this perspective

the propensity to exhibit positive or negative emotions is dependent on the inherent

personality traits. The greater the relative proportion of positive traits the greater the

propensity to exhibit positive emotions. This higher proportion of positive traits is denoted

by the term positive affectivity.

72 Vidyarthi, PR 2003, ‘I am Smiling but I don’t Like you’,The Hindu, 16 Sep. Viewed Aug 25. 2005. Available from Internet <http://www.hindu.com>



48

Conversely, the propensity to exhibit negative emotions is referred to as negative

affectivity and if the result of a relatively greater proportion of negative traits. This led the

researcher to ponder whether there was a link between affectivity and burnout.

On the basis of a study carried out by Johnson (2002), the researcher inferred that positive

affectivity was associated with lower emotional exhaustion, which is a constituent of the

burnout construct. However, this relationship was studied in the context of affectivity as a

moderator on the relationship between emotional labor and emotional exhaustion. There

was no mention of the relationship between affectivity in terms of a relationship between

the nature of affectivity and burnout as a whole. In view of the fact that burnout was

observed to be an extant problem and was predicted by emotional dissonance which was in

turn regulated by affectivity, the researcher decided to ass

In view of the fact that emotional dissonance was an element of emotional labor, the term

coined by Hoschild, that the researcher identified with the job of a frontline employee,

based on Bowen et al (1991), the researcher realized that emotional dissonance was

inevitable. On the basis of PR Vidyarthi (2003) and Mann (1998) the researcher realized

that it was not possible to always feel like smiling. This brought the researcher to the

problem of reducing burnout.

In view of the fact that affectivity was proved to be an antecedent of emotional dissonance

and emotional dissonance a contributor to burnout the researcher decided to assess whether

the relationship between affectivity and burnout, in an attempt to determine whether it had

a direct bearing on burnout.

3.6.2 Preliminary data gathering.

Previous studies have highlighted the entities of emotional dissonance and burnout

individually, however only one study has assess burnout in a context of emotional

dissonance. Also, on the basis of preliminary data gathering, from various literary sources,.

it was deduced that there is an extant occupational hazard of burnout that is rampaging the

hospitality industry, by virtue of the nature of the work.



49

It was also realized that the afflicted largely comprised of frontline staff, according to the

study carried out by Buick et al (2001)73 which revealed the highest percentage of burned

out employees, particularly in the front office and food and beverage departments. From a

perusal of Lewig et al; (2002)1 work it was affirmed that emotional exhaustion is an upshot

of emotional dissonance.

This was substantiated by Heuven & Bakker (2003)’s 50 study that enunciated a

relationship between emotional dissonance and burnout, but it only considered two

components of burnout, and did not illuminate the relation with the third dimension of

reduced sense of personal accomplishment. This was an area for study identified by the

researcher. On the basis of Lin-Chu, (2002)57 study of hospitality workers it was realized

that affectivity is an antecedent of emotional labour. The study carried out Lin-Chu,

(2002)57, stated the existence of negative affectivity as an antecedent to emotional

dissonance; however there was no empirical evidence of the relation of positive affectivity.

Previous studies were all conducted outside India, which could be a factor that would lend

uniqueness to a similar study in India. According to Zhao (2002)37, in a study of seafarers

was intimated that the ability to serve with a smile was different between Asians and

Europeans, which rendered the prospect of ingenuity to this study. The data collated was

employed to create an argument that constituted the theoretical framework.

3.6.3 Theoretical framework

An extensive review of literature, augmented by the researcher’s tenets is the platform on

which a scientific basis for investigation is constructed. It is one the basis of the theoretical

framework that variables are identified and hypotheses generated. The theoretical

framework of this dissertation discusses the constructs of burnout, emotional dissonance,

and affectivity. On the basis of the theoretical comprehension, the nature of the variables

was understood and hypotheses generated.

73 Buick, I, Thomas, M 2001,’ Why do Middle level Managers Burn out? Journal of Contemporary Hospitality Management. vol.13,no. 6, pp.304-30



50

3.6.4 Hypothesizing: The sequential deliberations illustrated in the theoretical framework led to the identification

of certain elements as the key variables to be assessed. In this three-dimensional construct,

the variables have been classified as either dependent or independent The effect of the

independent variables on the dependent variable provides a link that eventuates in the

genesis of the hypotheses. In this study, the variables identified were burnout, emotional

dissonance and affectivity. The stature of these variables has been enunciated below.

Variables

Sekaren defines a variable as anything that can take on differing or varying values. [p.p.64].

The dependent variable is the variable of prime importance that lends itself as a viable issue

for investigation as the researcher’s task is to explicate the variance in the amplitude of the

dependent variable.

An independent variable is one that influences the dependent variable in either a positive or

negative way. This connotes that when the independent variable is present the dependent

variable is also present and with each unit increase in the independent variable, there is an

increase or decrease in the dependents variable. In other words, the variance in the

dependent variable is accounted for by the independent viable.(Sekaren, p.p 66).

Therefore, the dependent variable was designated as burnout or the burnout syndrome, as it

is of prime importance to the researcher and emotional dissonance was hence identified as

an independent variable.

Figure 3-4: Variable B & A

However, in relation to affectivity, emotional dissonance becomes the dependent variable,

while affectivity becomes the independent variable by virtue of it anticipated influence

emotional dissonance.

Emotional Dissonance

Burnout



51

Figure 3-5: Variable C & B

A link was also hypothesized between Burnout and affectivity. Since it was predicted that it

would be affectivity that would influence the susceptibility to burnout, burnout was

identified as the dependent variable and affectivity as the independent variable.

Figure 3-6: Variable C & A

3.6.5 Hypothesis generation.

“A hypothesis is a tentative assumption that is made for the purpose

of empirical scientific testing. A hypothesis becomes a theory when

repeated testing and evidence suggests the hypothesis has a strong

chance of being correct” 74

A hypothesis is a testable statement of the relationship among

variables. A hypothesis can also test whether there are differences

between two groups

Null and alternate hypotheses:

The null hypothesis is expressed as no significant relationship between two variables or no

(significant) difference between two groups. The alternate hypothesis, which is the opposite

of the null, is a statement expressing a relationship between two variables or indicating

differences between two groups. The hypothesis that is predicted, is called the alternative

hypothesis (Trochim, pp.9)75

74 Pidwirny. M , 2000, Department of Geography, Okanagan University College. Viewed Feb 17,

2005.Available from Internet <http://www.physicalgeography.net/physgeoglos/d.html#anchor1038232> 75 Trochim, MK, ‘Research Methods’,ed.2, Ne Delhi:Dreamtech Press.

Burnout


Affectivity

Affectivity



52

The null hypothesis is formulated so that it can be tested for possible rejection. If we reject

the null hypothesis, then all permissible alternative hypotheses relating to the particular

relationship tested could be supported.(Sekaren, p.p.81) Therefore, to validate the relationship

between burnout and emotional dissonance and the variance in burnout levels between

individuals of varying degrees of dissonance.

a null hypothesis:

Hφ: Burnout does not bear direct relationship with Emotional Dissonance

And an alternate hypothesis:

H1: Burnout bears a direct relationship with Emotional Dissonance

Was formulated.

If stated non - directionally, the alternative hypothesis would be expressed as

Ha: ρ≠0[p.p.84]

Where ρ represents the correlation between burnout and emotional dissonance

However, since the aim was to explicate the nature of the relationship,

The alternate for the above null, was expressed directionally as;

H1 a): ρ < 0 where the correlation is negative (Sekaren, pp.83) and

H1 b): ρ > 0 where the correlation is negative

Where ρ represents the correlation between burnout and emotional dissonance.

If then statements

On the assumption that hypothesis H1 will stand proven, two more hypotheses were

generated based on the nature of the variables identified, which led to the genesis of the

following hypotheses:

H2: a) The more emotional dissonance experienced, the more susceptible an employee is to

burnout

b) The more emotional dissonance experienced, the less susceptible an employee is to

burnout



53

Based on the stature of the variables identified, the following hypotheses were generated

for testing:

H3: a) Positively affected employees experience a lower degree of emotional dissonance

b) Positively affected employees experience a higher emotional dissonance

H4: a) Negatively affected employees experience higher degree of emotional dissonance

b) Negatively affected employees experience a lower degree of emotional dissonance


b) Positively affected employees are more susceptible to burnout


b) Negatively affected employees are less susceptible to burnout

Having formulated the null and alternate hypotheses, and if then statements, the required

data was collected and subjected to appropriate statistical tests to transmute it into

meaningful data from which inferences were drawn that proved/disproved each hypothesis.

To test the hypotheses the following conceptual model was constructed and implemented.



54

3.6.6. Conceptual Model for Testing

Figure 3-7: Conceptual Model for Testing

The testing of hypotheses to arrive at meaningful inferences was facilitated by the

implementation of the research design. The research design will now be explicated in

detail, enlace the reader to understand how the next three steps of scientific data collection,

data analysis and deduction were executed and the rationale behind the implementation

technique/tools.

BURNOUT

EMOTIONAL DISSONANCE

LPA DP EE

AFFECTIVTY [P-N]

PA NA

? ? ?



55

3.6.7 The Research Design

In order to effectively implement any strategy there has to be a well constructed plan. Thus,

in an attempt to augment the efficiency of the selected methodology, the researcher has

drawn up a plan or research design. This research design facilitates the testing of

hypotheses through primary data collection from the real world and its subsequent analysis.

It incorporates all the elements required to facilitate the collection, analysis and

interpretation of results and provides a rationale behind each measure incorporated.

This design has been constructed based on the nature of the research, which was

comprehended on the basis of a perusal of the works of various authors in field of research

design and methods (Sekaren (1992 67 Robson, C, 1993, Trochim, Maximilian, F.C.,Nov,

200276Katalemwa 200477 and Rubin, et al 2002) and the purpose of the research, to

facilitate the effective implementation of the data gathering, analysis and deduction phases

of hypothetico deductive method. It provides a snapshot of all the elements that have been

incorporated into the research design, how each

and explains the rationale behind the design.

The following illustration provides an overview of the research plan/design.

76 Viewed 23 Jan 2005. Available on Internet <http://64.233.183.104/search?q=cache:iLorbC2fvWMJ:www.qualitative-esearch.net/fqs-texte/4-02/4-02review-forte-e.pdf+%22Real+world+research+is%22&hl=en&start=4> 77 Viewed March 23 2005, Available from Internet <http://www.isixsigma.com/dictionary/Non-parametric_Test-649.htm>



56

Research design: Research design is the glue that holds the research project together. A research design is used to structure the Research (Trochim,p.p171)

Figure 3-8: Research Design [Adapted from fig 4.2, p.p. 93]

Purpose of the study: � Description � Hypothesis

testing

Researcher interference: Minimal: studying events as they normally occur.

Study setting: Non - contrived

Hypothesis testing: H1 Hø H2: a) H2: b) H3: a) H3: b) H4: a) H4: b) H5: a) H5: b) H6: a) H6: b)

Unit of analysis (population to be studied): Individuals [Frontline employees in five star resorts]

Sampling design: Probability Sampling (Random) Size: 50

H I G H BURNOUT I NDUS TRYW I DE

Time horizon: One shot i.e. Cross sectional

Data collection method: Questionnaires

Measurement and measures: Items (measured): Scaling: Likert Scales Positive and Negative Affectivity Coding: (10 + 10 = 20) P-Positive traits Emotional Dissonance (5) N-Negative traits Burnout [ EE, DP,LPA] ED-Emotional Dissonance (9 + 5 + 8 = 22) EE-Emotional exhaustion DP-Depersonalization LPA-Lack of Personal

Accomplishment

Data Analysis

Measurement

Type of investigation: Significant directional relationships, Correlation

Details of the Study



57

3.6.7.1Overview

The problem was stated to be the burnout syndrome by virtue of its hazards, on not only

the employee but the organization. Since this study was focused on understanding what

causes burnout in an attempt to formulate a strategy to reduce it, it is coherent to the

taxonomy of a descriptive research. As a descriptive research calls for an extensive

knowledge on the area, the researcher conducted an extensive review of literature on the

concepts that were found to be associated with burnout. Based on the principle of

deduction hypotheses were generated for testing, to achieve the aim of the research. The

various elements of this research design will now be explicated.

3.6.7.2 Measurements and Measures

Research strategy:

Research strategies are available in different hues and cuts. Just as different colours or

outfits suit different people, different research strategies are suitable for different research

projects. A research strategy is essentially the technique deployed for the purpose of

collating and analyzing empirical evidence 78(2003). Each strategy differs in its

underlying principle. In other words, each strategy has its own logic. To effectively meet

the desired ends of the research, it is vital to adopt the right strategy. Based on the pre-

requisites established by Yin, for the endorsement of each strategy, the researcher

endorsed the survey strategy on the basis of the coherence of the pre-requites to the

contextual configuration of the research and its nature and focus.

Data collection method

To conduct the survey, the researcher used questionnaires. The researcher’s decision to

use questionnaires for collecting scientific data for this study was based on the rationale

provided by Ibid pp.1004, cited in Mann 199979 , who conjectures that:

A questionnaire they say, may be “the only way to get subjects to reveal especially

sensitive information such as emotional dissonance” 78 78 Yin, RK 2003, CASE STUDY RESEARCH Design and Methods, 3rd edn, Applied Social Research Methods Series, vol 5, Sage Publications, London 79 Mann, S. 1999. Emotion at work: To what extent are we expressing, suppressing, or faking it? European

Journal of work and organizational Psychology, 8 (3): 347 – 369.



58

Scales

As mentioned earlier, the strategy adopted for primary data gathering was questionnaire

administration. The questionnaire comprised of four sections, with an inquisition into

personal bio demographics at the outset followed by the three tools to assess Affectivity,

emotional dissonance and Burnout.

Affectivity

The participant’s trait of general affectivity (that facilitated the stratification of the

sample for correlation in the latter stage of data analysis) was assessed using the Positive

Affectivity Negative Affectivity Scale (PANAS) designed by Watson, Clark & Tellegen,

in 1988. The PANAS consists of 20 mood-relevant adjectives, with 10 positive (e.g.,

excited, proud) and 10 negative (e.g., afraid, irritable) mood words. These were

segregated into two subscales, measuring positive affectivity and negative affectivity.

The scales were employed using a five point likert scale wherein directions were given to

participants to indicate the extent (“very slightly or not at all” = 1 to “extremely” = 5) to

which they feel each emotion in general, or on average, across situations. Higher scores

on positive affectivity correspond to higher levels of positive traits or propensity to

express positive emotions and higher scores on the negative affectivity scale correspond

to higher levels of negative traits with contradictory implications o positive traits. The

scales were measured on a single continuum wherein negative affectivity fetched scores

of < 0 and positive affectivity 0 <, thus leading to a simple deduction of P – N to

insinuate the nature of the respondent’s affectivity, i.e. whether negatively affected or

positively affected.

This scale was provided by Hazel-Anne Johnson, a student of Psychology at the

University of South Florida.



59

Table 2: PANAS (Positive Affectivity and Negative Affectivity Scale)

S.no Factor Item / Trait Code

1 PA Interested P1

2 NA Distressed N1

3 PA Excited P2

4 NA Upset N2

5 PA Strong P3

6 NA Guilty N3

7 NA Scared N4

8 NA Hostile N5

9 PA Enthusiastic P4

10 PA Proud P5

11 NA Irritable N6

12 PA Alert P6

13 NA Ashamed N7

14 PA Inspired P7

15 NA Nervous N8

16 PA Determined P8

17 PA Attentive P9

18 NA Jittery N9

19 PA Active P10

20 NA Afraid N10

HA, affirmed the reliability of both the negative and positive affectivity subscales on the

basis of Watson’s avowal stating their internal consistence reliabilities to be 0.88 and

0.87 respectively, on the basis on Cronbachs alpha co efficient. According to Trochim,

Cronbachs alpha is a high estimate of reliability. (Trochim, p.p 304)



60

On the basis of corroborative evidence, the researcher justified that the scale was reliable.

Past research that has been facilitated with the PANAS include the work carried out by

Robin Hughes Gosserand (1997),80 and Cropanzano et al. (1993),81 which exhibit

reliabilities of 0.84 and 0.83 for the subscales respectively. It was on the basis of the

reliability of the scale that the researcher endorsed this instrument for the gathering of

primary data.


Emotional dissonance was assessed using a four-item scale provided by Professor Arnold

Bakker, which was based on Zapf‘s (1998) conception of emotional dissonance. This

scale was measured using a five point likert scale ranging from never (=1) to always (=5).

The items included in the scale were as follows:

Table 3 : Emotional Dissonance Scale

S. no. Item Code

1. During your work, how often do you have to suppress your own feelings ED1

2. During your work, how often are you unable to show your spontaneous

feelings

ED2

3. During your work, how often should you express certain feelings towards

clients, which do not resemble the feelings you truly feel yourself?

ED3

4. During your work, how often do you have to express positive feelings

towards your clients while you actually feel indifferent?

ED4

5. During your work, how often do you have to react with understanding to

annoying clients

ED5

80 Hughes,R, Gosserand,H 2003,‘ An Examination Of Individual And Organizational Factors Related To

Emotional Labor’, PhD thesis, Louisiana State University and Agricultural and Mechanical College 81 Cropanzano, R, Weiss HM 1996, Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior.,vol. 19, pp. 1 - 74.



61

The Cronbach’s alpha coefficient for this scale was avowed by the author (Prof. Bakker)

to be above 0.75. Since, the Cronbachs Alpha indicates the highest level of reliability.

(Trochim, p.p 304), this scale was used to collect primary data on the emotional

dissonance variable.

Burnout

This instrument instructed participants to choose the option that most accurately indicated

their feelings on a 6 point likert scale ranging from never ( =0) to everyday ( =6) Maslach

construes burnout as a three-dimensional construct comprising of emotional exhaustion,

depersonalization and lack of personal accomplishment. These dimensions are effectively

assessed by evaluating participants on three subscales, which constitute the MBI. The

MBI assesses responses to 22 statements on a 7- point likert scale that illuminates the

frequency or likelihood of experiencing the feelings enlisted that personify the three

burnout dimensions. Higher scores on the emotional exhaustion and depersonalization

fronts implicate higher levels of burnout. The lack of personal accomplishment subscale

measures in the opposite direction, ie lower the scale score, higher the level of burnout.

The Burnout scale comprises of the following questions 82

Table 4: MBI (Maslach Burnout Inventory)

S.no. Factor Item Code

1. EE I feel emotionally drained from my work. EE1

2. EE I feel used up at the end of the workday EE2

3. EE I feel fatigued when I get up in the morning and have to

face another day on the job

EE3

4. LPA I can easily understand how people I work with feel

about things

LPA1

5. I feel I treat some people in an impersonal manner DP1

6. Working with people all day is a strain for me.[ EE4

82 Merritt,EA ,March20 1996, ‘A Study of Burnout in Private Club Management’, paper presented at The School of Business and Management, Pepperdine University



62

7. LPA I deal very effectively with problems people bring me at

work

LPA2

8. EE I feel burned-out from my work EE5

9. LPA I feel I am making a difference in other people’s lives

through my work.

LPA3

10. DP I’ve become more callous toward people since I took this

job.[

DP2

11. DP I worry that this job is hardening me emotionally.[ DP3

12. LPA I feel very energetic LPA4

13. EE I feel frustrated by my job EE6

14. EE I feel I’m working too hard on my job.[ EE7

15. DP I don’t really care what happens to some people I

encounter at work

DP4

16. EE Working with people directly puts too much stress on me EE8

17. LPA I can easily create a relaxed atmosphere with people at

work

LPA5

18. LPA I feel exhilarated after working with people closely on

my job

LPA6

19. LPA I have accomplished many worthwhile things in this job. LPA7

20. EE I feel like I’m at the end of my rope EE9

21. LPA In my work, I deal with emotional problems very calmly. LPA8

22. DP I feel others at work blame me for some of their

problems

DP5

EE = Emotional Exhaustion, DP = Depersonalization, LPA = Lack of Personal

Accomplishment

The researcher identified two extant instruments for measuring burnout which were the

Maslach Burnout Inventory (MBI) designed by Maslach and Jackson, 1981; Schaufeli

and Enzmann (1998) and the Burnout Measure (MB) designed by Pines and Aronson

(1988).



63

The former was selected based on its coherence with the intent of this study. This

compatibility was justified on the basis of the deliberations of Ayala Maslach Pines

which connote that while the MB is a more generalized measure suitable for both

occupational and non occupational groups, the MBI is more specific, confined to

occupational groups. As the focus of this study is a selected group of frontline employees

in resorts. Owing to the specific nature of the scale, and coherence with the underlying

aim of this researcher the former was employed.

Also, while the MB encompassed the dimensions of physical, mental and emotional

exhaustion, the MBI was associated with the emotional behaviour ie. Emotional

exhaustion, feelings of detachment and feelings of inhibition about self per performance.

Physical and mental exhaustion were dimensions beyond the scope of this study by virtue

of their nature, which was essentially related to specific disciplines of science and

psychology that did not configure with the aim of this study.

The Maslach Burnout Inventory [MBI] has been validated as a reliable tool for measuring

burnout, and has been used repeatedly within the hospitality industry. To corroborate the

reliability the researcher has reviewed the results of alternative studies that have been

facilitated with the employment of the same tool.

In a study of Spanish professionals, the Cronbachs alpha was satisfactory for PA (alpha

=.71) and EE (alpha =.85), and moderate for DP (alpha =.58)83 In another study carried

out by Toiga.,A (2005) 84 internal consistencies of the MBI subscales were α=0.75 for the

emotional exhaustion, α=0.69 for the depersonalization and α=0.65 for personal

accomplishment. This scale has been used by several researchers85, however no

researcher has carried out studies in India.

83 Gil-Monte, PR 2005, ‘Factoral Validity of the MBI among Spanish Professionals, Universidad de Valencia, Valencia, Spain. Published in Rev Saúde Pública, vo.39, no.1, pp.1-8. Viewed 28 Nov,2004.,15:35hrs 84Togia, A 2005, 'Measurement of burnout and the influence of background characteristics in Greek academic librarians,Volume 26 Number 3,pp. 130-138 85 Smith and Nielsen (1984) { librarians in 75 US academic libraries}, Patterson and Howell (1990){ Association of College and Research Libraries (ACRL)} , Affleck (1996){ librarians in comprehensive and liberal arts colleges in New England}]



64

However it may not be regarded as culturally loaded on the basis of the veracity that the

scale has been used in several countries, beyond the west.

3.6.7.3 Units of analysis/Sample selection

Selecting a sample is a precursor to primary data gathering, by virtue of the unfeasibility

of dealing with entire populations. This is the rationale behind sample selection, which is

basically a selection from the population.

In this study the sampling frame was demarcated as five star resorts in India, which was

narrowed down to Goa. The sample comprised of participants from two five star resorts:

the Taj Holliday Village and the Taj Fort Aguada Beach Resort.

The basis of the site selection was attributed to relevance of the issue to the real world,

thus rendering it a real world research. Since a real world research mandates the

collection of primary data from the real world, participants were selected from industry.

The researcher’s sample selection was carried out by means of multi stage sampling

wherein the sample was selected in stages. It implies adopting a funnel approach was

applied, wherein the sample was selected in a sequential manner reducing it at each stage

based on some criterion.

At the outset, staffs from the food and beverage department and front office department

were selected. The underlying rationale was the coherence of the job to the emotional

labour construct, which the researcher deduced on the basis of earlier convictions of

various authors. The two departments were classified as frontline employees; on the basis

of their nature that involves working at the customer interface i.e. interacting with

customers.



65

From this population, frontline employees working in resort hotels were extrapolated.

The reason for this was the nature of the work involved in resort frontline deliberated by

various authors. While there was evidence to corroborate the significance of emotional

labour in resorts, there was no such data pertinent to other segments.

On the basis of the limitations expressed by Lin-Chu (2002)55 study of job outcomes of

emotional labour, which included varied samples across hotel categories this sample, was

restricted to single strata. The reason for doing this stems from the veracity that service

quality differs and thus the service delivery and extent of emotional regulation also

differs. In order to provide consistency the researcher has confined the sample size to a

single strata; five star resorts.

To justify the confinement to five star resorts, the researcher draws upon the view of

Isadore Sharp, chairman and CEO of the Four Seasons luxury hotel chain. According to

Mehta A. (2005), luxury “isn’t just building a different kind of building and adding more

amenities; it comes through the service element, which he views as analogous to care. As

enunciated by Sherman (2002)86 luxury service is centred on caring labour.

Thus luxury is inseparable from the regulation of emotions, which are essentially

required to exhibit concern. The emphasis on the differentiation of service which is an

upshot of market pressures in the hotel industry implicates an emphasis on emotional

regulation or emotional labour As quoted in Sherman’s research,

“I think good service begins at the front desk . . . . With a welcome

that seems sincere . . . where people look at you, look you in the

eye, instead of looking down at the computer and handing you a

card without even looking at you.”

A frontline job in a five star property essentially entails heightened levels of service,

reiterating the criticality of emotional labour. It entails resolving guest’s problems, which

is often taxing owing to emotional dissonance.

86 Sherman, R 2002, ‘Than Your Mother”:Caring Labor in Luxury Hotels’, Working Paper No. 53



66

As stated by Sherman this differentiation is pre-eminent in high end hotels, thus leading

the researcher to assess this strata as the most coherent with the study.

By virtue of time and monetary constraints, the sample was confined to the national

boundaries, limited the pervasiveness of the study to five star resorts in India. While the

pervasiveness of the study may extend to resorts nationwide, the study was limited to

Goa, as multiple destination sampling was not viable under the time and monetary

constraints. The sample was further reduced to certain accessible establishments on the

basis of reach ability and co-operation of the staff. This included the following

establishments

3.6.7.4 Time Horizon

By virtue of the constraints of time and money characteristic to a real world research, a

cross-sectional study was carried out.

3.6.7.5 Data Analysis

Based on the aims of this research a non-parametric test was used to analyse the data. The

rationale for doing so was rooted in the fact that a non-parametric test is concerned with

facets other than denomination, such as directional relationships. As intimated by

Trochim71. The results are based on the rank order of measurements rather than their

values87. Since, this research is focused not on the values of the variables, but on the

strength and direction of the relationships between them, the researcher was advised by

the academic advisor on statistics to analyze the data by means of a Spearman’s rank

correlation, non-parametric test. Since the direction of the relationships was to be studied,

a two-tailed correlation was used.

87 Viewed March 23 2005, Available from Internet http://www.bamc.amedd.army.mil/DCI/nonpara/ppframe.htm>



67

Another justification for the rationale behind using a non-parametric test stems from the

fact that this research was aimed at testing a hypothesis that is questionable; as it was

questionable whether or not burnout amplitude varies between employees who are more

positively affected and the converse; employees who are more negatively affected and

how its varies. On the basis of Katalemwa (2004)88 insinuation, the researcher justified

that this study called for a non parametric test.

Correlation coefficient

Based on the correlation co-efficient the relationships were rendered significant or

insignificant. The direction or nature of the relationship was assessed on the basis of the

nature of the co-efficicient. I.e. Positive or negative.

Where D= Rank of X – Rank of Y (i.e., a Difference score).

This test was carried out on the SPSS software, and all correlations of ± .5, were

considered significant. The justification for the validity of this assumption of significance

was based on Ryerson (2005)14, who intimated that in most tourism and hospitality

related research, correlations between ± .26 to ± .5 are generally considered to be quite

high, as strong or very strong correlations rarely found. [A correlation of ± .5, then ± .52

= .25, suggests that 25% of the variation in one characteristic can be predicted by the

value of the second measure] 89

3.6.7.6 Deduction

Based on the fact that a deductive methodology was employed, the inferences drawn

were transmuted in coherence too the context of the hypotheses, to prove/disprove them.

88 Viewed March 23 2005, Available from Internet <http://www.isixsigma.com/dictionary/Non-parametric_Test-649.htm> 89<http://www.ryerson.ca/~mjoppe/ResearchProcess/DeterminingCorrelation.htm>



68

In accordance with the principles of correlation, the relationships were configured as

directly or inversely proportion. A negative correlation implicated an inverse relationship

while a positive correlation suggested a directly proportional relationship. The correlation

coefficients were transmuted into meaningful inferences that were coherent to the

proposed hypotheses, which facilitated the approval/ rejection of each of the hypothesis.

Based on the results of the hypothesis testing conclusions were drawn and the research

brought to a close.

3.6.7.7 Recommendations

By virtue of the fact that this research was centered on the human resources of the hotel

and was an attempt to resolve an problem facing them, which rendered it a management

study, recommendations were enlisted at the end.

The ensuing chapter will now implement this research plan in the real world and

deliberate on the data collected, interpreted and analyzed and draw meaningful

deductions from the same.



69

4.1 Introduction

In order to validate the assumptions drawn by the researcher on the basis of a

comprehensive review of literature, testing it in the real world is de rigueur. This was the

binding rationale that propelled the study to this phase of the research. This chapter

divulges the data acquired through the data assimilation from the selected sample and

institutes the analytical technique and tools deployed to interpret the accrued data. At

the outset, it illustrates the descriptive statistics of the selected sample and observations

made by the researcher on the basis of the results. This progresses to an analytical

protocol which transmutes the observations into consequential testimonies that culminate

in the endorsement (or refute) of the propounded theory, exemplified by the hypotheses

formulated by the researcher which were:

H1: Burnout bears a direct relationship with Emotional Dissonance Hφ: Burnout does not bear direct relationship with Emotional Dissonance

H2: a) The more emotional dissonance experienced, the more susceptible an employee is to burnout

b) The less emotional dissonance experienced, the less susceptible an employee is

to burnout

�


b) The less emotional dissonance experienced, the less susceptible an employee is

to burnout

CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION



70


b) Positively affected employees experience a higher emotional dissonance

H4: a) Negatively affected employees experience higher degree of emotional

dissonance

b) Negatively affected employees experience a lower degree of emotional

dissonance


b) Positively affected employees are more susceptible to burnout


b) Negatively affected employees are less susceptible to burnout



71

4.2 The Survey The questionnaire administered (ref.Appendix I) by the researcher comprised of 47

questions, which were preceded by the following requisites:

Establishment, Age, Gender, Marital Status, Department and Designation, post which

three sets of questions were posed to the respondent, each measuring one variable. The

first twenty questions measured positive and negative affectivity (10+10), the next five

measured emotional dissonance and the last twenty two measured the three dimensions of

burnout; emotion ional exhaustion, depersonalization and lack of personal

accomplishment (9 +5 +8).

The questionnaire was self administered by the researcher for the purpose of primary data

gathering. The researcher approached the Duty Managers, Food and Beverage Managers

and Restaurant Managers at the Taj Holiday Village, Goa and Taj Fort Aguada Beach

Resort, Goa to request both their participation and the grant of their consent for the

questionnaire to be administered amongst their subordinates. The questionnaires were

administered at various levels of the front office and food and beverage departments, and

were administered individually to each employee preceded by a brief about the study and

an assurance of confidentiality of the responses.

A total of 60 questionnaires were distributed amongst employees at the Taj Holiday

Village, Goa and the Taj Fort Aguada Beach Resort. (30+30) A total of 50

questionnaires were returned, hence the total response rate was 83%.

More specifically, the individual response rates were:

� Taj Fort Aguada Beach Resort = 90%

� Taj Holiday Village = 76%

This chapter will now proceed to portray the respondent profile.



72

4.3 Profile of the Respondents

�� Establishment

Taj Fort Aguada Beach Resort

54%

Taj Holiday Village46%

Figure 8.1 Response percentages for each establishment

As shown in fig7.1. There were more responses from Taj Fort Aguada Beach Resort

than Taj Holiday village. More specifically, 54% of the responses were from the Taj

fort Aguada and only 46% from the Taj Holiday Village.

�� Age:

Below 20 20-30 31-40 41-50 51-60 Above60

0

36

140 0 0

Figure 8.2: Responses per Age Bracket

As can be seen in fig7.2 All the respondents were above 20 and below 40 years.

However, the majority were aged between 31 and 40 years. While 72% of the

respondents were aged between 20 and 30 years, only 28% were aged between 31 and

40 years.



73

�� Gender:

Male60%

Female40%

Figure 8.3 Response rates according to gender.

As illustrated in fig7.3. a majority of the respondents were males. To be more

precise, 60% were males and 40% females.

�� Marital Status:

Single, 26Married, 21

Divorced, 3

Figure 8.4 : Response rates according to marital status classification

On the basis of the illustration provided in fig.7.4 the researcher infers that most of

the frontline personnel are single. However, a large proportion comprised of married

persons and a few divorced. The exact proportion of the respondents who were

married was 70%, while the number of respondents who were single accounted for

86% of the responses.



74

�� Department:

Front Office38%

Food and Beverage

62%

Figure 8.5: Response rates according to department

As the fig7.5. shows, of the 50 respondents, the majority were from the food and

beverage department. To be more precise, 62% were from various levels in the food

and beverage department and 38% from various front office employees.



75

�� Designation:

1 2

11

7

221

8

2

3

2

2

11

11

1 1 1

E.A.M -ACCOM Restaurant ManagerSteward Restaurant SupervisorAssistant Restaurant Manager Room Service CaptainRoom Service Manager Front Office AssistantGuest Service Co-ordinator Guest Relations ExecutiveDuty Manager Food and Beverage ManagerActivities Manager Front Office ExecutiveOrder Taker - In room dining Restaurant CaptainRestaurant In charge Assistant Front Office ManagerFront Office Manager

Figure 8.6 : Response rates according to designation

The above illustration, Fig.7.6 provides a snapshot of the participant’s designations

that spanned various levels of the organization, but were confined to the front office

and food and beverage departments. From the mangers to the stewards, captains to

assistants, they were all incorporated into the random sample that was a part of both

worlds, Taj Holiday Village and Taj fort Aguada.



76

As seen from the above figure, the majority of the responses were from front office

assistants and stewards, which together constituted 38% of the sample.

4.4 Observations and Interpretations

An analysis of the data collected from the participants revealed the following insights.

� Burnout variance and Age

Burnout variance between A2 and A3

A2 = 20 – 30 years

A3 = 31 – 40 years

8.7

14.9

0

5

10

15

20 -30 31- 40

Figure 9.1: Burnout variance according to Age

The above illustration intimates that employees between the age group of 31 and

40 years are more susceptible to burnout than those between the age of 20 and 30.

The reason for this has not been assessed as it is beyond the scope of this

dissertation, but may provide scope for further research in the area of burnout.



77

� Burnout variance between Males and Females (Gender)

10.312.8

0

2

4

6

8

10

12

14

Male Female

Figure 9.2: Burnout variance according to Gender.

Fig8.2. shows that females on an average exhibit higher levels of burnout as

compared to men. In the current study, while men exhibited an average score of

10.3 on the burnout scale (MBI: Maslach Burnout Inventory), females scored an

average of 12.8. Thus, women may be more susceptible to burnout, and should

thus be aware of antidotes to nullify the ill effects of burnout

� Burnout variance and Marital Status

Burnout variance between MS2, MS2, MS3

MS1 = Single

MS2 = Married

MS3 = Divorced

0

5

10

15

20

Avg.Burnout 7.41 18.52 8.2

Single Married Divorced

Figure 9.3 Burnout variance according to Marital Status



78

As shown in fig.8.3. Married persons are most susceptible to burnout; however there is

no concrete reasoning for this in the current research as it is beyond the scope of this

dissertation. However, it may provide scope for further research. The researcher feels that

a possibility for this could be the additional stress experienced by them in the form of

work family conflict, another area beyond the scope of this dissertation, but may be

researcher in the future in relation to burnout.

� Burnout variance according to department

0

2

4

6

8

10

12

14

1

0

2

4

6

8

10

12

Front Office Food and Beverage

Figure 9.4: Burnout variance according to department.

As shown in the fig8.4 above, there is not much difference in the level of burnout

between the food and beverage and front office department.

� Burnout variance according to designation

(Level 1) Operational:

Steward

(Level 2) Supervisory:

Supervisor

Captain



79

Order Taker – In room Dining

Front office assistant

Front office executive

Restaurant in charge

Restaurant captain

Guest service co-coordinator

(Level 3) Managerial:

Accommodations Manager

Food and Beverage Manager

Front Office Manager

Assistant Front Office Manager

Restaurant Manager

Assistant Restaurant Manager

Duty Manager

Activities Manager

-5

0

5

10

15

20

operational supervisory managerial

Figure 9.5 : Burnout variance according to department.

From the above figure, it is evident that while the level of burnout rises towards the

middle level i.e. supervisory, it tends to reduce with the mount to managerial positions.



80

Thus, the view of Meritt et al (1996)12 that burnout does not exhibit a fall with the mount

up the organizational hierarchy is not valid in the current context. However, this graph

shows that the middle level/ supervisory level is the most susceptible to burnout. On the

basis of the above and the preceding illustration, the researcher purports that the need for

anti burnout measures is most mandated in the case of the supervisory or middle level in

an organization in the food and beverage departments alike.

4.5 Data Analyses

4.5.1 Overview

This section will reveal the results of the two-tailed Spearman correlation between the

variables and their sub-factors, which will be assessed under the pretexts of the

hypotheses deduced during the literary critique (ref.ch2). The hypotheses will be

approved/rejected on the basis of the strength/direction of the relationships revealed

in the statistical results.

A model will now be illustrated to enable the reader to understand how the data was

analysed to explicate the relationships in coherence to the generated hypotheses.



81

Figure 10. : Measurement Model

BURNOUT

EMOTIONAL DISSONANCE

LPA DP EE

AFFECTIVTY [P-N]

PA NA

H1 H2: a) Hφφφφ b) H5: a) H3: a)

b) b) H6:a) H4: a) b) b)

4.5.2. Measurement Model:



82

4.5.3 Validation of calculative protocol This section will draw upon the results generated to validate the methods being used

to calculate

A) Total Burnout Score = BOtotal

B) Affectivity = P -N

A) Total Burnout = BOtotal = EEtotal + DPtotal – LPAtotal

… Equation [1]

Observations:

The results generated by the SPSS, whilst conducting a two-tailed Spearman

correlation, exhibited the following relationships between the total burnout and its

sub factors.

Table 5.: Spearman Two- tailed Correlation between Factors of Burnout and Total

Burnout

Inference:

On the basis of the above exhibit the researcher’s calculation of the total burnout

score, as = EETotal + DPtotal – LPAtotal = BOtotal, generated on the basis of the

convictions of {cited in club burnout] is validated

B) Affectivity = P -N

If P = positive integer = the sum total of positive personality traits, and N=

positive integer = sum total of negative personality traits

Then,

If P > N

P – N will be > 0

EETotal DPtotal LPAtotal

BOtotal Correlation

Coefficient

Sig. (2-tailed)

N

.912(**)

0

50

.812(**)

0

50

-.920(**)

0

50



83

If P < n

P – N < 0

If P > N, then the employee is said to be more positively affected

I.e. P > N = PA

And,

If P < N, then the employee is said to be more negatively affected.

I.e. P < N = NA

Thus if (P – N) value is negatively correlated with the value of burnout level, then

As the value of (P – N) increases, the level of burnout decreases

And as the value of (P – N) decreases, the level of burnout increases.

Thus for (P – N) > 0, burnout will be lower than for ( P – N) < 0,

Since values > 0 are greater than values < 0.

Thus,

It was no surprise that when the sum of scores on the positive traits was correlated

with [P-N], it exhibited a positive correlation of 0.896. The sum of scores on the

negative traits, exhibited contradictory results, which were typified in a negative

correlation of – 0.913. By virtue of the fact the above relationships have been

rendered significant by spearman’s correlation the researcher deems them robust

enough for practical application. Therefore, the formula equate in consultation

with Werner (2005), is validated.



84

4.5.4 Hypotheses Testing Overview:

Table 6.1 : Overview of Spearmann Two-tailed factor correlation

Ptotal Ntotal (P-N) EDtotal BOtotal

Ptotal Correlation

Coefficient

Sig. (2-tailed)

N

Ntotal Correlation

Coefficient

Sig. (2-tailed)

N

-.709(**)

0

50

(P-N) Correlation

Coefficient

Sig. (2-tailed)

N

.896(**)

0

50

-.913(**)

0

50

EDtotal Correlation

Coefficient

Sig. (2-tailed)

N

-.751(**)

0

50

.726(**)

0

50

-.790(**)

0

50

.

BOtotal Correlation

Coefficient

Sig. (2-tailed)

N

-.744(**)

0

50

.770(**)

0

50

- 840(**)

0

50

.804(**)

0

50

** Correlation is significant at the 0.01 level (2-tailed).



85

HYPOTHESIS 1:

Table 6.2 : Correlation between Emotional Dissonance and Burnout


Burnout Correlation Coefficient

Sig. (2-tailed)

N

.804(**)

0

50

**Correlation is significant at the 0.01 level (2-tailed)

As illustrated in the above table burnout is significantly correlated with emotional

dissonance. In other words, the strength of the relationship is significantly high, rendering

it viable for consideration. The two variables exhibit a positive correlation of .804, which

implicates that they are directly related

Reverting back to the hypothesis:

H1: Burnout bears a direct relationship with Emotional Dissonance, in retrospection of

the above statistical results, the researcher endorses H1.

Thus,

STANDS PROVEN

Consequentially,

IS REJECTED

H1: Burnout bears a direct relationship with Emotional Dissonance

Hφ: Burnout does not bear direct relationship with Emotional Dissonance



86

HYPOTHESIS 2:

Since emotional dissonance and burnout are directly related, the researcher deduces that

when there is a high degree of emotional dissonance, susceptibility to burnout will also

increase Thus, the researcher advocates that when employees experience a high degree of

emotional dissonance, the more vulnerable they become to the burnout syndrome.

Hence,

STANDS PROVEN

Consequentially,

IS REJECTED

Observations:

On retrospection of the relationship between emotional dissonance and each factor of

burnout, the researcher made the following observations:

� Emotional dissonance is positively correlated with emotional exhaustion to a

degree of 0.814

� The results generated by Spearman’s correlation, exhibited a positive correlation

of 0.730 between emotional dissonance and depersonalization. This relationship

was observed to be significant, authorizing its endorsement.

� Emotional dissonance was found to be negatively correlated with the third construct of

burnout. Lack of personal accomplishment to a significant degree of -0.759.


H2: b) The less emotional dissonance experienced, the less susceptible an employee is

to burnout



87

Inference:

� On the basis of the afore stated observations, researcher infers that this

relationship is significant, and thus can be considered to be viable. This leads the

researcher to deduce that an increase in the degree of dissonance will result in

emotional exhaustion.

� On the basis of the statistical representations stated above the researcher construes

that when emotional dissonance is high, an employee becomes more susceptible

to depersonalization

� On the basis of the observed statistical results the advocates that when emotional

dissonance is high, there is less negation of the assessment of one’s personal

performance.

Conclusion:

Based on the inferences drawn above, the researcher avows that the above endorsed

hypotheses are valid in view of the extant context since emotional dissonance bears a

direct relationship with the two factors that augment the amplitude of burnout and a

negative relationship with the factors that nullifies its impact. Therefore, the greater the

degree of emotional dissonance, the greater the susceptibility to burnout.

HYPOTHESES 3 & 4:

Table 6.3 : Correlation between Emotional Dissonance and Affectivity


As illustrated above, emotional dissonance bears a significant negative correlation with

the value of [P-N]. Thus, when the value of [P-N] is higher, emotional dissonance will be

lower and vice versa.

(PA – NA)

Emotive Dissonance Correlation Coefficient

Significance. (2-tailed)

N

-.790(**)

0

50



88

As explicated above (ref to 4.5.2) the greater the value of the sum of the scores on the

positive personality assessment subscale, in relation to the sum of the scores obtained on

the subscale measuring negative affectivity, the greater will be the value of

[P-N].

Since the value of P signifies positive affectivity and N signifies negative affectivity,

P >N, will signify a more positively affected employee/person

And P < N, will signify a more negatively affected person.

Hence, the more positively affected a person; the lower will be the degree of dissonance

felt. Conversely, the more negatively affected a person is, the higher will be the degree of

dissonance felt.

Thus, the hypotheses:

STAND PROVEN

Consequentially,

ARE REJECTED


H4: a) Negatively affected employees experience higher degree of emotional dissonance

H3: b) Positively affected employees experience a higher emotional dissonance,

H4: b) Negatively affected employees experience a lower degree of emotional dissonance,



89

HYPOTHESES 5 & 6

Table 6.4 : Correlation between Affectivity and Burnout

∑Positive Traits

[P]

∑Negative Traits

[N]

Affectivity

[P-N]

Burnout Correlation

Coefficient

Sig. (2-tailed)

N

-.744(**)

0

50

.770(**)

0

50

-.840(**)

0

50


From the above illustration the researcher construes the following deductions:

� The greater the value of P, i.e. the greater the propensity of a person to experience

and/or express positive emotions, the lower the susceptibility to burnout, since ∑P

is negatively correlated to burnout.

� The greater the value of N, i.e. the greater the propensity of a person to experience

and/or express negative emotions, the lower the greater the susceptibility to

burnout, since ∑N is positively correlated to burnout.

� The greater the value of [P-N], the lower will be the susceptibility to Burnout

To validate the above,

Consider

P > N ≈ P-N > 0 … [1]

P < N ≈ P-N < 0 … [2]

Therefore, equation [1] > [2]

Thus,

If P > N signifies a more positively affected person and P < N , signifies a more

negatively affected person, the former will less susceptible to burnout than the latter,

since equation (1) > (2) and burnout increases with a decrease in the value of [P-N].

Hence, when P < N, the susceptibility to burnout will be augmented.



90

In retrospection to the above deductions the researcher endorses the following

hypotheses:



Thus,

STAND PROVEN

Consequentially,

ARE DISPROVED



H5 b) Positively affected employees are more susceptible to burnout

H6 b) Negatively affected employees are less susceptible to burnout



91

4.6 Summary of Results This chapter draws to a close with a summary of the hypothesis testing. (ref.Table 6.5)

Table 6.5: Summary of Hypotheses Testing

Hypotheses Results

H1: Burnout bears a direct a relationship with Emotional

Dissonance Hφ: Burnout does not bear direct relationship with Emotional dissonance

� Supported

X Rejected

H2: a) The more emotional dissonance experienced, the

more susceptible an employee is to burnout b) The more emotional dissonance experienced, the

less susceptible an employee is to burnout

� Supported

X Rejected

H3: a) Positively affected employees experience a lower

degree of emotional dissonance b) Positively affected employees experience a higher

emotional dissonance

� Supported X Rejected

H4: a) Negatively affected employees experience higher

degree of emotional dissonance b) Negatively affected employees experience a lower

degree of emotional dissonance

� Supported

X Rejected

H5: a) Positively affected employees are less susceptible to

burnout b) Positively affected employees are more susceptible to

burnout

� Supported X Rejected

H6: a) Negatively affected employees are more susceptible to

burnout b) Negatively affected employees are less susceptible to

burnout

� Supported

X Rejected



92

Conclusion This chapter provided a detailed illustration of the data collected during the random

sampling survey conducted among the frontline employees i.e. Front Office and Food and

Beverage Service employees at the Taj Holiday Village, Goa and Taj Fort Aguada Goa.

The descriptive statistics and the results obtained were explicated graphically, followed

the researcher’s observations in retrospection to the data representations. Inferences were

drawn by the researcher, which enabled the transmutation of the collected data into

meaningful results. A two-tailed Spearman correlation was performed to test the

significance and direction of the relationships between the variables; burnout [BO total]

emotional dissonance [EDtotal], and Affectivity [P-N]. The analytical results were

assessed in coherence with the hypotheses deduced in the course of the literary critique

(ref.Ch.2).

This hypotheses testing was elucidated in detail, with an explication of the mathematical

equation used for the calculative deduction of the affectivity scores, at the outset. The

analytical results supported six hypotheses and rejected the null hypothesis and five

others, which contradicted the hypothesis generated on the basis of an in-depth

assessment of the views of various authors, deliberated in the literature review (ref. ch.2).



93

5.1 Conclusion

“Potential for burnout increases dramatically depending on who you

are, where you work, and what your job is”90

The above connotation is symbolic to the essence of this study. In view of the current

scenario where the employee’s emotional expression are at the core of the customer

experience, organizations are mandating the expression of positive emotions. This often

results in a strain on the employees termed as emotional dissonance, which stems from

the incongruence between felt and expressed emotions. The inevitability if this

dissonance syndrome can be attributed to the veracity of the inevitability of occasional

inability to feel what is mean to be expressed. This emotional dissonance takes a toll on

both the employees and the organization, in the form of burnout.

Emotional dissonance renders an employee emotionally fatigued, and generates a

propensity to feel numb i.e. without feeling to other s around, and undermine one’s

performance are the key constituents of the burnout syndrome. It induces a feeling of

emotional molestation in employees, which increases their tendency to quit, resulting in

high labour turnover. A case in point is the hospitality industry, which has one of the

highest rates in both turnover and burnout.

However, as this study has revealed, there may be a route to minimize this risk. The

secret lies in hiring for personality. As the study has shown, the trait perspective of

personality; affectivity, determines, to a large extent the emotions that an individual will

have the capacity to express inherently.

90 Miller, LH 2,’The stress Solution’, viewed 24 March 2005. Available from internet <http://www.healthyplace.com/communities/anxiety/anxieties/index.asp>

CHAPTER FIVE CONCLUSION



94

This provides an inkling of the degree of dissonance that will be felt, which in turn was

seen to predict burnout (supported hypotheses H1, H3).

Affectivity can regulate burnout not only through the regulation of emotional dissonance,

but also directly. As the study revealed, affectivity has a direct relationship with burnout.

As was observed among the frontline employees of resort hotels, the more positively

affected a person, the less the susceptibility to burnout. Conversely, a negative affectivity

was seen to augment the susceptibility to burnout.

Therefore, the researcher advocates that there is a rational behind the “hire for

personality” adage that is popularized through the industry. This needs to be deployed so

as to curb burnout, as burnout is an occupational hazard that can cost the organization in

terms of money, when there is high turnover, and reputation when employees fail to

nurture the spirit of hospitality, by virtue of being burned out that renders them numb to

feeling. As the essence of a customer’s perception of service quality is dependent on the

experience, it is essential that employees are jovial and exuberant.

To facilitate this, it is vital that the right employees are selected and placed at the

customer interface, i.e. the employees with the right personality, rather than the skill.

As rightly said by Ed Solomon 91

"You cannot teach a pig to sing. You just end up frustrating yourself and

annoying the pig,"

So may be the case, with employees whose inherent virtues or personality traits are

incoherent with the display rules. While you can make an employee alter a facial

expression, you cannot manipulate the feeling.

91 Restaurateur-turned-consultant based in Lorain, Ohio, and Co-author of the book Service Is an

Honorable Profession.



95

Thus, moulding persona to fit the organization paradigm is virtually as hard as teaching a

pig to sing. Thus, the need of the hour is focus of the genesis of effective recruitment

strategies. The need for “hiring the right personality” is the need of the hour, in view of

the discourse of this dissertation. In an attempt to contribute to the genesis of an effective

strategy the researcher has offered some recommendations, based on the revelation

insights obtained in the course of this dissertation.



96

5.2 Recommendations

“Hire for personality”

Prevention is always better than cure. Hence by hiring personalities rather than people,

the risk of the organization paying the price of burnout hazards may be considerably

reduced

As intimated by Linda Curci, 92

It is important to know if you have the personality factors that put you at risk to burn out.

According to Marla Misek (2002) 33, service is the key determinant of customer retention,

which as propounded by Kotler, (2003) is 25% cheaper than customer acquisition. Based

on a comprehensive understanding of the views of Misek (2002) and Kotler, (2003), the

researcher necessitates the criticality of hiring persons with the right attitude; service

attitude among frontline employees. This reiterates the need to hire personalities rather

than persons.

Thus, the researcher advocates the incorporation of a personality trait assessment into the

recruitment protocol. The researcher counsels the administration of the PANAS test [ref.

pp.63-64] to facilitate the process. The researcher also evocates the need to mitigate the

level of dissonance. Hence the researcher recommends the endorsement of the following

tactics, propounded by Vidyarthi (2003), to reduce the level of emotional dissonance.

[Ref. Annexure II], which may be instituted on the basis of a timely assessment of the

level of emotional dissonance.

92 Viewed 17Feb 2005.Available from Internet <http://www.counseling.caltech.edu/articles/burnout.html

Caltech Counseling Center>



97

Furthermore, the researcher advises a timely assessment of burnout levels, so measures

may be taken to curb the rise to critical amplitudes. Measures may be taken in this

direction in consultation with experts in the field of organization psychology, to design an

adequate system that best fits the employee profile.

The researcher recommends, that in order to facilitate the afore advocated measures, a

feeling of confidence in the Human resource department of an organization, has to be

imbued in every employee.



98

Scope for Further Research

• As intimated by Grandey (2000), the suppression of emotions taxes eventually

takes a toll on the body, physically, by overworking the cardiovascular and

nervous systems and weakening the immune system. To comprehend the factors

that nullify or magnify the ill effects of this stress on the body in terms of health,

Future research may be carried out in this area by researchers in the field of

science, as it is beyond the confines of the management studies, and was

therefore beyond the scope of this dissertation. This was by virtue of the requisite

perspective and insight to the biological systems functionality and failure.

• Based on the perception that smiling employees improve bottom lines, further

studies may be carried out by assessing the relationship between personalities, in

terms of affectivity, and tips acquired/ revenues generated.

• On the basis of Hofestede culture dimensions, which intimate that cultural

variation exist across national borders, and the way emotional labour is

performed various form race to race as intimated by Zhao (2002) This study may

be replicated for in different countries for future research.

• As this study is confined to resort hotels of five star category, the study if

replicated in different hotels of different Star category may produce different

results on the rational that Lin-Chu, KH (2002) failed to acknowledge prior to her

sampling, that as service standard would differ, so would the service delivery

quality, which is dependent on emotional display to a great extent.

• This study did not delve into an investigation of the upshots of burnout. In view

of the fact that burnout is associated with the hospitality industry and burnout

may lead to substance abuse, research may be carried out to assess the

relationship between burnout and substance abuse or smoking.



99

A viable context for the same would be deemed Institutes of Hotel Management,

which are simulative of the environment in the industry. It has been observed that

habits such as smoking becomes a part of life, often post industrial exposure,

among many. A study may be carried out to assess the nature of the relationship

and its direction i.e. whether smoking is the outcome of burnout or merely an

upshot of peer pressure.

• Another upshot of burnout is interpersonal problems, which some authors have

intimated might be manifested in marital problems. A future issue of study could

be to assess the relationship between burnout and divorce rates, to avow whether

burnout actually contributes to unrest on the marital front.

• An exploratory study may be conducted to reveal other upshots of burnout, to

add on to the extant body of knowledge.

• As burnout is also intimated to be a cause of deteriorating performance, a study

may be carried out in the Indian scenario to assess the extant to which burnout

and performance trends are coherent. This would however would necessitate a

longitudinal study to make the research robust. It may be conducted by assessing

burnout and performance at various stages, among employees to realise an extant

trend.

• While this study has focused on the temperament of employees as a determinant

of the nature of the emotional expression, which has a bearing on the degree of

emotional dissonance. However, in view of the criticality of perceived fairness, a

study may be conducted to explore the relationship between procedural justice

and/or distributive justice and emotional dissonance. In view of the results of this

study, a direction relationship may be explored not only between procedural

and/or distributive justice and emotional dissonance but also with burnout, since

burnout is an upshot of emotional dissonance.



100

• As intimated by Jackson et al (1986) in Abraham (1998)14, as the pressure to

conform increases. Thus, there may be scope for a study on the relationship

between leadership styles and emotional dissonance and/or burnout of the

subordinates.

• Lastly, an area that may be brought into a study paradigm could be to determine

whether it is burnout or something else that is resulting in the hotel industry

losing qualified persons to other industries. A case study could be conducted at

deemed hotel management institutes, which lose many potential hoteliers to other

industries within the sector (such as airlines, cruises, call centres) out even

outside the sector.



101

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Journal of Contemporary Hospitality Management. vol.13(6) pp.304-30

� FERNET,C,GUAY,F, SENECAL,C, Aug 2004, ‘Adjusting to job demands: The

role of work self-determination and job control in predicting burnout’ Journal of

Vocational Behavior. Vol.65,(1).pp.39-56

APPENDIX

Questionnaire

Institute of Hotel Management, Aurangabad

Respected Sir/Ma’am



106

I, Aminah Husain, a third year student at the Institute of Hotel Management , am conducting

this scholastic survey as a part of my Year III dissertation undertaken in fulfillment of the BA

(hons) in Hotel Management Huddersfied University UK. I am carrying out a study on bunout

in the industry and kindly request your co-operation and genuine feedback to facilitate my

research.

The information contained in this quesionnairre will be kept stricyl confidentialand will be

utilizied for purely academic purposes. Anonmymity of the esponses will be maintianed under

all circumstances

Thanking You,

Yours Sincerely,

Aminah Husain.

Insitute of Hotel Management, Aurangabad

Establishment: ____________________________________________________________________



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Age :

Below 20 20 – 30 31 -40

41-50 51 – 60 61 & above

Sex: Male Female

Marital Status: Single Married Divorced

Department: Front Office Food and Beverage

Designation _____________________________

Part A: Personality

Kindly choose (√) the response that best indicates how you feel.

Very slightly or not at all A little Moderately Quite a bit Extremely

1 2 3 4 5



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Part B: Emotional Dissonance

Please choose (√) the option that best represents you.

P1 Interested 1 2 3 4 5

NI Distressed 1 2 3 4 5

P2 Excited 1 2 3 4 5

N2 Upset 1 2 3 4 5

P3 Strong 1 2 3 4 5

N3 Guilty 1 2 3 4 5

N4 Scared 1 2 3 4 5

N5 Hostile 1 2 3 4 5

P4 Enthusiastic 1 2 3 4 5

P5 Proud 1 2 3 4 5

N6 Irritable 1 2 3 4 5

P6 Alert 1 2 3 4 5

N7 Ashamed 1 2 3 4 5

P7 Inspired 1 2 3 4 5

N8 Nervous 1 2 3 4 5

P8 Determined 1 2 3 4 5

P9 Attentive 1 2 3 4 5

N9 Jittery 1 2 3 4 5

P10 Active 1 2 3 4 5

N10 Afraid 1 2 3 4 5



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Never

Sometimes

Regularly

Often

Always

1 2 3 4 5

ED1 During your work, how often do you have to suppress your own feelings (e.g., irritation) to give a ‘neutral’ impression?

1 2 3 4 5

ED2 During your work, how often are you unable to show your spontaneous feelings (e.g., antipathy)?

1 2 3 4 5

ED3 During your work, how often should you express certain feelings towards (internal or external) clients, which do not resemble the feelings you truly feel yourself?

1 2 3 4 5

ED4 During your work, how often do you have to express positive feelings towards your clients while you actually feel indifferent?

1 2 3 4 5

ED5 During your work, how often do you have to react with understanding to annoying clients (e.g., unreasonable behaviour)?

1 2 3 4 5

Part C : Burnout



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Kindly select (√) the option most appropriate to your behavior on a scale of 0 to 6,

zero being never and 6 being the most often.

Symbol Item 0

1 2 3 4 5

6

EE1 I feel emotionally drained from my work.

EE2 I feel used up at the end of the workday.

EE3 I feel fatigued when I get up in the morning and have to face another day on the job.

LPA1 I can easily understand how people I work with feel about things.

DP1 I feel I treat some people in an impersonal manner.

EE4 Working with people all day is a strain for me.

LPA 2 I deal very effectively with problems people bring me at work.

EE5 I feel burned-out from my work.

LPA3 I feel I am making a difference in other people’s lives through my work.

DP2 I’ve become more callous toward people since I took this job.

0

1

2

3

4

5

6

DP3 I worry that this job is hardening me emotionally.

LPA4 I feel very energetic.

EE6 I feel frustrated by my job.

EE7 I feel I’m working too hard on my job.

DP4 I don’t really care what happens to some people I encounter at work.

EE8 Working with people directly puts too much stress on me.

LPA5 I can easily create a relaxed atmosphere with people at work.

LPA6 I feel exhilarated after working with people closely on my job.

LPA7 I have accomplished many worthwhile things in this job.

EE9 I feel like I’m at the end of my rope

In my work, I deal with emotional problems very LPA8



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calmly

I feel others at work blame me for some of their problems

DP5



112

Documents

BA Honours Dissertation