Managing burnout from engagement-derived acting strategy

Abstract

PurposePerforming emotional labour is required of customer-contact employees (CCEs) to regulate their emotions through acting to conform to organisational display rules. Prior research is focused on investigating the detrimental outcomes of CCEs engaging in emotional labour acting to meet these display rules and organisational-related antecedents. This study takes a fresh perspective to propose how acting deriving from job engagement is related to employee burnout. Emotional intelligence is modelled as a moderator in these relationships.Design/methodology/approachThe current study focuses on customer contact employees who are currently employed within the banking industry located in the United States of America. Participants of the study were recruited using panel data through Qualtrics both symmetrical and asymmetrical methods were employed in this study to test the proposed relationships.FindingsThe findings show that, prior to including EI in the analysis, job engagement was negatively related to surface acting but positively related to deep acting. However, when EI was entered in the equation, the relationship between job engagement and deep acting became negative. EI was also negatively related to both surface and deep acting. EI significantly strengthens the emotional labour process of engagement towards emotional labour strategies as well as lessening burnout. The asymmetrical analysis offer more insights to the proposed relationships.Originality/valueThis study employs both symmetrical and asymmetrical methods to examine emotional labour, emotional intelligence and employee burnout. In particular, job engagement proposed as an antecedent to acting strategy is novel. The study offers some novel insights into emotional labour and emotional intelligence research. The findings have practical implications for HR practitioners and management in the service organisations.