Emotional Labor in the Hospitality Industry - Research Proposal Example

Emotional Labor in Hospitality Industry Name: Tutor: Course: Date: Table of Contents Introduction 3 Research Method 3 Discussion 4 Hilton Sydney Dining Experience 4 Theoretical perspective 6 Conclusion 8 Recommendations 9 Works Cited 10 Introduction Customers choosing to dine in expensive restaurants do not only seek for exquisite ambiance, excellent food and drinks but also anticipate superb emotional service. It is a requirement of the hotel staff in a fine dining restaurant to interact in a positive manner with their customers to enhance perception of service quality, positive word-of-mouth, customer satisfaction and loyalty (Ashforth & Humphrey, 94). In order to ensure satisfied customers, waiters especially male waiters are required empathetic with their customers and to manage their emotions despite typically regarded as a feminine discipline. Emotional labour is the effort expended in ensuring that customers are happy at all costs. Hotel staffs especially the frontline staff need to manage their feelings and develop publicly observable bodily and facial display (Liu & Yang, 129). According to Hochschild (1983:7) emotional labour is primarily a preserve of female workers as compared to males as the latter have generally found work not requiring emotional labour as masculine. However, Lui and Yang (2006:128) note that employees in a service oriented industry must manage their emotions which could have detrimental effects such as emotional exhaustion and emotional dissonance on individuals and loss of customers to the organization. There is need to increase the understanding of emotional labour for both female and male employees in the service industry. In addition, frontline male staff can handle emotional labour just as their female counterparts to the benefit all service workers and management (Seymour, 165). The research accomplishes its objectives by using participant observation or fine dining experience in one of the high end hotels in Sydney, Australia. Research Method Through participant observation and experiences, data on how frontline service staff in fine dining attempt to manage emotional labour was gathered. This experience was reviewed against an existing reflexive ethnography material on blogs, websites and literature on emotional labour among frontline service employees. These sources were obtained through the University South Australia journal database, library book and ebooks. After comparing the research question and completing the literature review, some of the fine dining establishments were contacted. Participants in this case were a family since they help bring out the real customer case (Kvale, 45). The family contacted several fine dining establishments in Sydney and settled for Hilton Sydney. They were invited to the hotel for lunch and dinner on a Friday. The family decided to include a visit to Darling Harbour in between their lunch and dinner experience. Before engagement with the family, the research ensured that the hotel met the following criterion of hiring both male and female frontline staff, all participants are active and passive servers and the restaurant offers fine dining service. The family observed frontline service attendants in fine dining restaurants especially waiters and cashier. The research evoked a service culture that unravels the verbal and non-verbal cues or dialogues with guests in a natural setting other than someone sent to conduct observations (Kvale, 34). The choice of a hotel service environment was based on emotional expression seen done to business customers at hotels also the likelihood of subjects having had prior experience as hotel guests. Discussion Hilton Sydney Dining Experience Two weeks ago, I joined my family for an eat-out session in downtown Sydney after months of busy work schedules and schooling for the children. We chose Hilton Sydney as our favorite restaurant after looking up in their website for foods and beverages served, their prices, mode of payment, dining environment and access to the hotel. We had gone to the blogs to read through previous customer encounters and found that many people had mixed experiences regarding their services. We found that glass brasserie is Hilton Sydney’s dining experience with exceptional culinary experience and internationally acclaimed interior design. We also established that the menu showcases glass brasserie of relaxed dinners and quick lunches made of fresh local produce. For a family of four, we also contacted the hotel using the contacts provided on their website. I established from the voice and mood of the customer care that they provide wonderful meals and cuisine. We were informed that lunch starts at 12.00pm and ends at 3.00pm from Monday to Friday while dinner opens at 6.00pm until late. Glass brasserie remains closed on weekends. We had looked forward to a memorable dining experience at the Sydney restaurant. My family was delighted when they learned that we were having lunch and dinner at Hilton Sydney on a cold Friday. My children were also looking forward to taking their dream dishes and lovely patas. We drove and checked in at Hilton Sydney at 10.00 am and pulled at their parking lot. We were directed by a lobby attendant on where to park and helped us to carry our bags and rack sacks. Immediately we entered the open wooden floor and high ceiling restaurant we were greeted ‘Welcome’ by one of the ushers who led us to the reception. They took our personal details as they entertained our kids with baby dolls. We were then taken to the swimming pool, caffe cino, glass breakfast, glass wine bar, room service and Zeta bar. We were served fruit juice and beverage by the balcony overlooking Sydney Aquarium and Queen Victoria building. While the kids played at the playground, we were taken through the steam rooms, saunas and a large hot tub. My spouse was happy with the guest treatment and how timely activities were being conducted. At 12.30pm lunch was served at our table by two waitresses whom they introduced each other as Suzanne and Janet. They were happy and smiling as they laid the table and ensured every item was in place. They also put fresh flowers at the centre of the oval table and one of them said ‘welcome for lunch’. We responded ‘thank you’ and proceeded to enjoy our meal. The waiters were standing not far from our table perhaps taking into consideration that we may request for some additional ingredients. They looked happy and responsive to all the guests who were taking lunch in the hotel. The hotel manager also passed by and said ‘Bon Appétit’ while smiling at our kids with a bet that if they ate all the food he will do ten swings at the playground with them. Food was fresh and delicious served at the right time. One of my kids is playful and let go of the fork that fell on the floor. Immediately, Suzanne picked the fork and told my son ‘sorry darling, I will get you another fork’. She brought in another wrapped fork and placed on the table and said ‘you can go on’. By this time I realized that my son was being drawn to Suzanne who was also finding him playful and exciting. When we had finished taking our main course, we were served with dessert. We got impressed at the level of cleanliness given that the floor was being wiped with a dry cloth and tables set each time the guests were leaving. After standing to leave, the lobby attendant came and escorted my family outside as I paid the bill. I went to the cashier and paid through my credit card. It was quick and easy to operate. I was delighted to have had value for my money. We left for Darling Harbour wishing that the same waiters will attend to us during dinner. By 6.50pm we were at glass brasserie. We were astonished with the lighting, cool and soft music played from the background and regulated room temperature. The table setting was romantic and wonderful with my favorite Cabernet Sauvignon wine wrapped and placed at the middle of the table. I wondered how they knew my preference only to realize that I had provided my face book page which I had indicated that I prefer Cabernet Sauvignon. We learned that Suzanne had left in the afternoon to attend to an emergency hence Janet and Jackson served us. The kids were not happy with Jackson as they were looking forward to their new friend Suzanne. Sensing that the kids were not happy with him, Jackson did not make an attempt to bond and break the ice. He literary took the cutlery meant for our table to another and Janet on delivering the orders noted that the cutlery were missing. She apologized and went to get the items from the kitchen. Jackson had switched off and did not want to look at us in the eye. We could feel that he was upset and did not want to open up to us. We found the dinner exciting and delicious courtesy of Janet who had showed assurance and responsiveness. She kept smiling and happy not only to us but to all customers who came into contact with her. Jackson stayed aloof and could not pull a smile as he thought we may not be impressed with him after all. We eventually finished our dinner and prepared to walk to our car. The credit card took about 10 minutes to complete the transaction perhaps due to low connectivity. The cashier was apologetic and kept assuring me that I would be fine. He was also smiling and determined to ensure my evening was not ruined. When the card transaction was complete, he said happily ‘Good night! Looking forward to seeing you tomorrow’. I responded ‘Thank You’ and left the hotel. Theoretical perspective Emotional labor as earlier described is publicly bodily display and visible facial created by a form of emotion regulation a within the workplace. This is mostly applicable in the hospitality industry especially restaurant business involved in fine dining. Employees in the frontline service integrate three types of emotion work; expressive, cognitive and bodily (Brotheridge & Grandey, 28). A customer develops a cognitive emotion work by attempting to change thoughts, images or ideas in hopes of altering the feelings linked to them. For example, a customer may connect a hotel experience to with feeling happy and whenever attempting to feel happy thinks about said hotel experience. In the family experience above at Hilton Sydney, the children will always feel that happiness is associated with the treatment and conduct of Suzanne who was courteous, smiling, happy and caring (Pugh, 494). Diefendorff and Richard (2003:290) argue that one attempts to change within bodily emotion work, the physical symptoms, so as to create a desired emotion. For example, in handling the family dining at the table, Jackson decided to stay aloof so as not to annoy or disappoint the dinners. The initial experience when searching on the hotel website was that the staffs are responsive, reliable, assuring, and full of empathy and care. The physical environment or service cape at Hilton Sydney had developed cues linked with high performance and ideal paradise. This was actualized by the initial contact with Suzanne and Janet but was ruined by Jackson. The cashier was reassuring and helped to re-create the image and great dining experience of Hilton hotel. The customer was actually working on expressive emotion work by attempting to change expressive gestures so as to change inner feelings (Nixon, 308). Though upset by the attention given by the male waiter, the cashier pulled a smile when trying to make the customer feel happy. According to employer expectations, emotional labor is emotion management within the workplace. Hochschild (1983) argues that jobs involving emotional labor demands employees voice-to-voice or face-to-face contact with the customers. They should invoke an emotional state in another person and permit the employer, through supervision and training over the emotional activities of employees to exercise a degree of control. In this commodification process, hotel frontline service staffs are estranged from their own feelings in the workplace (Nixon, 319). For instance, the male employee could have during interactions with customers, attempted to assert control and protect his self identity. Miller (2007) argues that in restaurant work, employee subordination to customers has been reinforced by cultural symbols originating from entrenched assumptions regarding service work. Waitresses are regulated by their employers and any complaint or compliment from customers on their temper or emotional state will affect the performance of the organization. Though waitress interactions with customers are within the control of waitresses themselves, the stigma or stereotypes of servitude is ducked with masculinity (Hess & Kramer, 71). Emotional labor is applied when the two female waiters gave warm, genuine smiles and unparalleled attention to the customers. This was seen in the way they of greeting, explanation on each step of the service process and the warmth of the manager. However, the assumptions of male performance surrounding restaurant work have shown that it can negatively affect interactions with customers (Christensen, 75). Nevertheless, the employee failed to manage his emotions to gain control over customers hence lost on a valuable skill of creating the first impression. The service provider can be trusted since by communicating to the customer, they helped to affect the instrumental value of an interaction which is emotional labour. Major directional change in both customer service practice and theory has linked emotional labor to better customer experience and retention (Glomb et al. 707). Trust has been built in terms of reliability in areas like giving a warm smile, knowing and calling customers by name, saying ‘thank you’ and ‘welcome again’. Perceived lack thereof or presence of emotional labour may impact perceptions of trust by customers. Conclusion The customer experience provided in the participant observation showed a wonderful and exciting fine dining experience. The experience has also helped to understand the ways in which hotel customers respond to a restaurant’s emotional labour. It has shown that customer who believes an employee is genuine in their expression of emotion positively impact their evaluation of the service (Pugh, 502). Customers may not respond favourably a faked or negative emotional expression though they know that it is unreasonable to expect true feelings. The hospitality industry especially restaurants has shown that service employees are paid for what they do, to express positive emotional state and retain customers. Part of the service experience is the recognition of emotional labour as important in evaluations of customer service. If customers have a balance of their desire for real emotions in hospitality, then the frontline service staffs have the obligation to provide the required emotional labor (Shuler, 71). The perceptions of emotional labor on customer evaluations have shown that positive emotional labor creates deep customer experiences and lasting impression. Recommendations 1. The hotel should undertake extensive training on service delivery among male frontline service employees to match the level of female frontline staff. 2. The management should focus on training all the employees to ensure streamlined and integrated quality service delivery. 3. The hotel should introduce buffet served over the weekends as this is the time many families have time to go on outing. 4. The hotel lighting should be romantic and walls should bear artistic pictures or creative photography. 5. Selection and hiring of frontline service employees should be based on their ability to impress and astonish internal employees before meeting or coming into contact with customers. 6. The hotel should improve worker remuneration to ensure greater morale and productivity. 7. Works Cited Ashforth, Bernard and Humphrey, Rirchard. Emotional labor in service roles: The influence of identity. Academy of Management Review, 18 (1993) 1:88-115. Brotheridge, Charlie and Grandey Anne. Emotional labor and burnout: Comparing two perspectives of ‘people work'. Journal of Vocational Behavior, 60 (2002) 17-39. Christensen Joyce. The diversity dynamic: Implications for organizations in 2005. Journal of Hospitality & Tourism Research 17(1993), 69-84. Diefendorff James and Richard Elvis. Antecedents and consequences of emotional display rule perceptions. Journal of Applied Psychology, 88(2003), 284-294. Guy Myles, Mastracci Stacy and Newman Moses. Emotional labour: Putting the service in public service. New York, NY: M.E. Sharpe, Inc.2008. Glomb Thomas, Kammeyer-Mueller Jane and Rotundo Mathew. Emotional Labor Demands and Compensating Wage Differentials. Journal of Applied Psychology. 89 (2004), 700-714. Hess Jackson and Kramer Mathew. Communication rules for the display of emotions in organizational settings. Management Communication Quarterly 16(2002), 66-80. Hochschild, Arnold. The Managed Heart, University of California Press, Berkeley, CA.1983. Hochschild, Arnold. The managed heart: Commercialization of human feeling. Berkeley, CA: University of California Press.2003. Kvale, Stan. Introduction to interview research. London: SAGE Publications Ltd.2007. Liu Yhi. & Yang Jeng. Server emotional experiences and affective service delivery: Mechanisms linking climate for service and customer outcomes. Journal of Foodservice Business Research, 9(2006), 127-150. Miller Keith. Let me tell you about my job: Exploring the terrain of emotion is the workplace. Management Communication Quarterly 20(2007), 231-260. Nixon, Daniel. I can't put a smiley face on: Working-class masculinity, emotional labour and service work in the ‘new economy’. Gender, Work & Organization 16(2009), 300-322. Pugh Sam. Service with a smile: emotional contagion in the service encounter. Journal of Vocational Behavior, 63(2001), 490-509. Seymour, Diane. Emotional labour: a comparison between fast food and traditional service work". International Journal of Hospitality Management 19 (2000): 159-171. Shuler, Stanley. Seeking emotional labour: When managing the heart enhances the work experience. Management Communication Quarterly 14(2000), 50-89. Appendices Appendix I Figure 1: The lunch experience at Hilton Sydney Appendix II Figure 2: Dinner setting at Hilton Sydney Read More

Discussion Hilton Sydney Dining Experience Two weeks ago, I joined my family for an eat-out session in downtown Sydney after months of busy work schedules and schooling for the children. We chose Hilton Sydney as our favorite restaurant after looking up in their website for foods and beverages served, their prices, mode of payment, dining environment and access to the hotel. We had gone to the blogs to read through previous customer encounters and found that many people had mixed experiences regarding their services.

We found that glass brasserie is Hilton Sydney’s dining experience with exceptional culinary experience and internationally acclaimed interior design. We also established that the menu showcases glass brasserie of relaxed dinners and quick lunches made of fresh local produce. For a family of four, we also contacted the hotel using the contacts provided on their website. I established from the voice and mood of the customer care that they provide wonderful meals and cuisine. We were informed that lunch starts at 12.

00pm and ends at 3.00pm from Monday to Friday while dinner opens at 6.00pm until late. Glass brasserie remains closed on weekends. We had looked forward to a memorable dining experience at the Sydney restaurant. My family was delighted when they learned that we were having lunch and dinner at Hilton Sydney on a cold Friday. My children were also looking forward to taking their dream dishes and lovely patas. We drove and checked in at Hilton Sydney at 10.00 am and pulled at their parking lot. We were directed by a lobby attendant on where to park and helped us to carry our bags and rack sacks.

Immediately we entered the open wooden floor and high ceiling restaurant we were greeted ‘Welcome’ by one of the ushers who led us to the reception. They took our personal details as they entertained our kids with baby dolls. We were then taken to the swimming pool, caffe cino, glass breakfast, glass wine bar, room service and Zeta bar. We were served fruit juice and beverage by the balcony overlooking Sydney Aquarium and Queen Victoria building. While the kids played at the playground, we were taken through the steam rooms, saunas and a large hot tub.

My spouse was happy with the guest treatment and how timely activities were being conducted. At 12.30pm lunch was served at our table by two waitresses whom they introduced each other as Suzanne and Janet. They were happy and smiling as they laid the table and ensured every item was in place. They also put fresh flowers at the centre of the oval table and one of them said ‘welcome for lunch’. We responded ‘thank you’ and proceeded to enjoy our meal. The waiters were standing not far from our table perhaps taking into consideration that we may request for some additional ingredients.

They looked happy and responsive to all the guests who were taking lunch in the hotel. The hotel manager also passed by and said ‘Bon Appétit’ while smiling at our kids with a bet that if they ate all the food he will do ten swings at the playground with them. Food was fresh and delicious served at the right time. One of my kids is playful and let go of the fork that fell on the floor. Immediately, Suzanne picked the fork and told my son ‘sorry darling, I will get you another fork’.

She brought in another wrapped fork and placed on the table and said ‘you can go on’. By this time I realized that my son was being drawn to Suzanne who was also finding him playful and exciting. When we had finished taking our main course, we were served with dessert. We got impressed at the level of cleanliness given that the floor was being wiped with a dry cloth and tables set each time the guests were leaving. After standing to leave, the lobby attendant came and escorted my family outside as I paid the bill.

I went to the cashier and paid through my credit card. It was quick and easy to operate. I was delighted to have had value for my money. We left for Darling Harbour wishing that the same waiters will attend to us during dinner. By 6.

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