Introduction
The service sector in Vietnam is crucial for overall economic growth, particularly the tourism industry, which plays a significant role in the transition to a free economy According to the World Travel & Tourism Council (2014), key contributors to GDP from Travel & Tourism include hotels, airlines, airports, travel agents, and leisure services that engage directly with tourists In 2013, Travel & Tourism accounted for VND311,117 billion, or 9.6% of GDP, and generated 1,899,000 jobs, representing 3.7% of total employment As one of Asia's most popular destinations, Vietnam sees a consistent rise in international visitors, necessitating a focus on improved human resources policies within the tourism sector to enhance competitiveness and customer satisfaction, given the interactive nature of service delivery.
Travel agencies, both traditional and online, hold significant market shares in Vietnam (62%), Thailand (66%), and the Philippines (52%) Despite this, direct booking is becoming the preferred method in Vietnam, contributing notably to sales (Thornton, 2016) Consequently, building a strong organizational reputation is essential to leverage the growing trend of direct bookings A key feature of the service sector is the interaction between service providers and customers (Tsaur, Chang).
Tourism organizations primarily offer services, with employees serving as key providers who significantly impact the organization's image through their performance In the Vietnamese tourism industry, addressing current challenges is essential to maximize its potential, particularly by employing skilled, friendly front-line service workers as ambassadors for the country.
In today's competitive tourism industry, successful companies are increasingly engaging their front-line service employees by leveraging emotional labor theory to enhance customer satisfaction As highlighted by Grandey (2000), interest in emotional labor has grown from Hochschild's foundational work Travel agencies must prioritize "service with a smile" to boost their reputations and foster positive customer experiences The performance of front-line service workers is crucial for achieving high levels of customer service and loyalty, as these employees are required to effectively regulate their emotions during customer interactions (Karatepe, 2010) Hochschild (1983) defines emotional labor as the effort to manage internal feelings and external expressions to meet company expectations, which may involve displaying or suppressing emotions like smiles and good humor This emotional regulation is vital for facilitating effective workplace interactions and adapting to customer behaviors (Grandey, 2000) Furthermore, emotional intelligence enables employees to recognize and respond to emotional cues, allowing them to manage their feelings and promote personal growth (Salovey & Mayer, 1990) Consequently, emotional intelligence is essential for service workers to navigate emotional challenges Given the face-to-face nature of their roles, front-line employees must exhibit appropriate manners and emotional control (Karatepe, 2010) Therefore, studying emotional labor and emotional intelligence is crucial for understanding individual emotional expressions and ensuring service employees maintain a positive demeanor.
Front-line service workers in Vietnam are grappling with various stresses, including unexpected troubles and negative customer attitudes, which contribute to work stress and job burnout (Vietnamnet, 2017) Sexual harassment during customer interactions poses significant emotional challenges for employees (VOV, 2016) Additionally, these workers express fatigue from addressing the poor tourism environment and navigating relationships with intermediaries to provide quality service (Vietnamnet, 2017) Balancing family time with work commitments adds to their anxiety (Tap Chi Du Lich, 2016) Research by Chowdhary and Prakash (2010) indicates that these pressures lead to mental and physical strain, resulting in job burnout, decreased job satisfaction, and ultimately lower service quality While numerous studies have explored emotional labor in developed countries (Hochschild, 1983; Ashforth & Humphrey, 1993; Grandey, 2000), there remains a need to investigate the specific emotional labor challenges faced by service workers in Vietnam.
The article discusses a model designed to assist employees in regulating their emotions in the workplace, encompassing situational cues, the emotion regulation process, and resulting impacts on individual and organizational well-being While some studies in the tourism industry have identified these factors separately, there is a lack of empirical research examining their interrelationships within a unified model Notably, Hoang (2010) explores emotional labor distinctions among female employees in both low-end and high-end sectors However, there remains a scarcity of research on this topic in Vietnam's tourism industry, where front-line workers often face challenges in emotional management due to cultural expectations of saving face, rather than adhering to organizational display rules.
In Vietnam's tourism industry, front-line employees often face challenges due to a saving face culture, leading to prolonged emotional strain during customer interactions This study aims to explore the impact of emotional intelligence, job autonomy, and emotional display rules on emotional labor, as well as their effects on job burnout and satisfaction among service workers The findings will offer valuable insights for managers, enabling the development of effective human capital management strategies tailored to the unique demands of the tourism sector.
Theoretical background and hypotheses
Emotional labor
Emotional labor involves the regulation and expression of emotions as required by organizations to meet job expectations (Diefendorff, Richard, & Croyle, 2006) Research indicates that when front-line service employees are required to display specific emotions, it can lead to increased pressure on their feelings Grandey (2000) highlights that employees must manage their behaviors to align with the emotional demands of their roles, particularly in service-oriented jobs These workers are expected to maintain positive emotions and friendliness while interacting with customers, colleagues, and supervisors This study aims to explore how service workers manage their emotions to enhance job satisfaction and improve overall work outcomes.
Diefendorff et al (2006) and Grandy (2000) explore emotional labor, focusing on the techniques of surface acting and deep acting to achieve organizational objectives Front-line service employees must effectively engage with customers by maintaining an enthusiastic and friendly demeanor Therefore, enhancing understanding of emotional labor is crucial for tourism organizations in Vietnam.
The relationships among emotional labor and its antecedents and its outcomes
Emotional intelligence is identified as the concept of “social intelligence” to refer the ability to use emotions in both oneself and others to produce beneficial outcomes (Wong
Emotional intelligence is crucial for front-line service employees, particularly in the tourism industry, as it enables them to recognize and understand emotional signals, manage their feelings, and foster intellectual growth (Wong & Law, 2002; Salovey & Mayer, 1990) This ability, defined as "the ability to recognize and use information in social interactions" (Grandey, 2000, p 106), allows employees to effectively regulate their emotions during significant face-to-face interactions with customers (Karatepe, 2010) Those with a strong understanding of emotional intelligence exhibit more skillful behavior tailored to each social interaction, ultimately enhancing the quality of service provided to customers (Balogun, Balogun, & Agesin, 2016) By employing emotional intelligence, front-line service employees can better understand their own emotions and effectively manage them, leading to improved customer experiences (Grandey, 2000).
Emotional intelligence is the ability of employees to understand and manage their own emotions, which distinguishes it from emotional labor, the capacity to regulate these emotions in response to external requests Research indicates that emotional intelligence significantly influences emotional behaviors and modifies how employees engage in emotional labor (Lee & Ok, 2012) Studies have highlighted that service workers' emotional intelligence is crucial for managing emotions effectively and regulating feelings during interactions (Mastracci, Newman & Guy, 2010; Lee & Ok, 2012) Furthermore, employees' understanding of emotional intelligence is essential for navigating emotional labor, particularly when faced with emotional dissonance, which can lead to surface or deep acting (Grandey, 2000) The interdependence of emotional intelligence and emotional labor suggests that the absence of one will lead to the disappearance of the other (Guy, Newman & Mastracci, 2014).
H1: Emotional intelligence will positively relate to emotional labor
2.2.3 The relationship between job autonomy and emotional labor
Job autonomy, as defined by Breaugh (1999), refers to the freedom and power employees have to perform their tasks independently, allowing them to make their own decisions This autonomy is particularly important for front-line service employees, such as tour guides in the tourism industry, as it enhances their ability to engage in emotional labor and express the company's expected emotions Increased job autonomy leads to greater individual choice and discretion, ultimately resulting in higher customer satisfaction However, when these employees are required to regulate their emotions by travel agencies, whether with or without autonomy, they may lose their authentic selves.
H2: Job autonomy will positively relate to emotional labor
2.2.4 The relationship between emotional display rules and emotional labor
Display rules refer to the informal norms within a social group that dictate the appropriate timing, context, and manner of emotional expression (Heuven et al., 2006; Safdar et al., 2009) These rules serve as standards for behavior when interacting with others, guiding individuals on how to navigate social situations effectively.
Emotional expression varies across cultures, influencing one's social and cultural identity (2009) Display rules dictate appropriate emotional responses in different contexts, while emotional intelligence and emotional labor refer to an employee's ability to recognize and manage their own emotions Organizations impose emotional display rules as external expectations for how employees should express feelings In Vietnam, front-line service employees, such as tour guides, often lack experience with diverse international customers, making adherence to these display rules crucial for meeting organizational standards (Grandey, 2000).
H3: Emotional display rules will positively relate to emotional labor
2.2.5 The relationship between emotional labor and job burnout
Burnout is a common issue among employees in service industries, arising from excessive emotional involvement in customer interactions without adequate emotional replenishment (Schaufeli & Enzmann, 1998; Grandey, 2000) Key indicators of burnout include emotional exhaustion, depersonalization, and diminished personal accomplishment (Cordes & Dougherty, 1993) Front-line service workers, such as tour guides, frequently engage directly with customers and must develop effective strategies to manage their emotions.
Daily repetition of their tasks can lead service workers to experience emotional fatigue or a sense of detachment To cope with these emotional challenges, front-line workers often create distance from customers, sometimes resorting to dishonesty If these issues remain unaddressed, employees may develop negative feelings about themselves and their roles, ultimately resulting in decreased job performance over time (Cordes & Dougherty).
H4: Emotional labor will positively relate to job burnout
2.2.6 The relationship between emotional labor and job satisfaction
Job satisfaction is a crucial aspect of employee performance, characterized by a positive affection for one's work (Dubinsky & Hartley, 1986) For front-line service workers, being encouraged to engage positively with customers can enhance their enjoyment of their roles (Ashforth & Humphrey, 1993) However, the pressure to manage emotions can lead to internal conflicts, potentially undermining their personal well-being (Hochschild, 1983) In Vietnam's face-saving culture, tourism employees, such as tour guides, must navigate emotional regulation while interacting with customers This daily emotional labor can lead to feelings of fatigue and diminished job satisfaction, suggesting that those who frequently manage their emotions may experience lower overall satisfaction in their roles.
H5: Emotional labor will negatively relate to job satisfaction
2.2.7 The relationship between job burnout and job satisfaction
Research by Rothmann (2008) indicates that excessive work-related stress significantly diminishes employees' enjoyment of their jobs Fairbrother and Warn (2003) further highlight that increased job burnout leads to a decline in job satisfaction Rothmann (2008) also confirms that job satisfaction is adversely affected by the pressures and anxieties associated with work-related issues This suggests that rising work pressure correlates with a decrease in passion for one’s job, particularly among frontline service workers in the tourism sector Additionally, Vietnamese tourism employees, who frequently engage in face-to-face interactions with customers, experience heightened stress that negatively impacts their job satisfaction Consequently, the researcher has proposed a hypothesis to explore these dynamics further.
H6: Job burnout will negatively relate to job satisfaction.
Research model
Method
Procedure and sample
This study utilized an in-depth qualitative approach and a questionnaire survey targeting employees in Ho Chi Minh City, where 69.7% of Vietnam's travel agencies are located, highlighting their role in connecting customers with service providers (Department of Tourism Ho Chi Minh City, 2017) The participants included front-line employees, such as tour guides, within the tourism sector The original scales were adapted during in-depth interviews to ensure relevance for Vietnamese respondents A main quantitative survey was conducted to evaluate the measurement and structural models The questionnaires, translated into Vietnamese, underwent modifications based on feedback from six interviewees to enhance clarity and comprehension From June 7th to June 14th, six interviews were held in Ho Chi Minh City, focusing on ensuring that each measurement scale item was fully understood by respondents The final measurement scales were slightly adjusted for appropriate use in Vietnam (refer to Appendices A, B, & C).
This study utilized a self-administered survey with a convenience sampling approach, incorporating 41 measurement items that required a minimum sample size of nA*5 From July 13 to September 25, a total of 500 questionnaires were distributed to front-line officers at travel agencies in Ho Chi Minh City through various methods: 21% via electronic mail (provided by tour operators and the Saigon tour guide union), 58% through Google surveys sent to the Saigon tour guide union, and 21% using hard copies delivered to travel agency offices.
The researcher collected 356 responses from 35 travel agencies, achieving a response rate of 71.2% However, 54 responses were excluded due to ineligibility, including 13 from outside the tourism industry, 8 with uniform answers, and others with missing values Ultimately, 302 valid responses were analyzed, meeting the required sample size The data facilitated the calculation of Cronbach’s alpha and Confirmatory Factor Analysis (CFA) to assess the reliability and validity of the measurement scales, followed by testing the model and hypotheses using Structural Equation Modeling (SEM) analysis.
Measurement (see Appendix D)
Job autonomy was measured by seven-item scale (adapted from Breaugh, 1999)
Job autonomy (adapted from Breaugh, 1999)
JobAuto1 I have freedom choose the ways to do my job JobAuto2 I can manage my work timetable
JobAuto3 I can arrange my work activities (when I do)
JobAuto4 It is possible for me to decide when to do specific work activities
JobAuto5 My job allows me change how to be evaluated so that I can highlight my job and play down others
JobAuto6 I am allowed to change my job objectives JobAuto7 I am allowed to manage what I am asked to achieve by my supervisor
The measurement scales for emotional intelligence consist of four key components: self-emotions appraisal, others-emotions appraisal, use of emotion, and regulation of emotion, each containing three items This framework is adapted from the work of Wong and Law (2002) and provides a comprehensive approach to evaluating emotional intelligence.
Emotional intelligence (adapted from Wong & Law, 2002)
SelfEmoA1 I can often know why I have certain feelings
SelfEmoA2 I understand my own emotions very well
SelfEmoA3 I always know whether or not I am happy
OtherEmoA1 I know my friends’ feelings from their external manners all the time OtherEmoA2 I am a very good person who can see others’ emotions
OtherEmoA3 I can recognize emotions of people surrounding me
UseEmo1 I always have objectives and have big efforts to get them
UseEmo2 I always trust my competences
UseEmo3 I encourage myself for being well
RegulaE1 I can regulate my manner so that I can control difficulties critically
RegulaE2 I calm down quickly when I lose my temper
RegulaE3 I regulate my own emotions very well
Emotional labor was measured by two sub-dimensions: Deep acting: 4 items; Surface acting: 4 items (adapted from Diefendorff et al., 2006)
Emotional labor (adapted from Diefendorff et al., 2006)
DeepAct1 I just want to do my job without being annoyed
In my professional interactions, I strive to accurately recognize and express the emotions necessary for effective communication with others I make a concerted effort to genuinely feel the emotions that resonate with my customers, ensuring a deeper connection Additionally, I focus on cultivating my internal feelings to authentically convey the emotions required in my client relationships.
In customer interactions, I take appropriate actions to address their needs effectively Often, I find myself pretending to exhibit the necessary emotions required for my role Additionally, I express feelings to clients that do not align with my true emotions, and I maintain a façade of positivity, even when I may not feel that way inside.
The measurement scale of emotional display rules was used by four-item scale (adapted from Heuven et al., 2006)
Emotional display rules (adapted from Heuven et al., 2006)
In customer interactions, I am encouraged to convey only positive emotions while refraining from expressing any negative feelings It's essential for me to empathize with customers by putting myself in their situation Additionally, sincerity and authenticity are crucial in all my communications with them.
Burnout’s measurement scale was used by five items (adapted from Schaufeli & Enzmann, 1998)
Job burnout (adapted from Schaufeli & Enzmann, 1998)
JobBurn1 I feel less interested in doing my work since I began doing this job JobBurn2 My work does not sound enthusiastic to me
JobBurn3 I have uncertain feelings about the importance of my job JobBurn4 I am more skeptical about my contribution
JobBurn5 I am extremely tired from my work
Job satisfaction was measured by five items adapted from Lytle (as cited in Kim, Leong
Job satisfaction (adapted from Lytle (as cited in Kim, Leong & Lee, 2005))
JobSatisf1 I think my job enjoyable JobSatisf2 I am quite satisfied with my current job JobSatisf3 I love my work very much
JobSatisf4 My job is very special JobSatisf5 I really enjoy doing my job
A seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree) was utilized to measure various scales The items were carefully adjusted and refined to align with Vietnamese cultural norms Subsequently, the questionnaires were translated into Vietnamese for the primary survey (refer to Appendix D).
Results and discussion
Respondents Characteristics
The SPSS software was used to analyze data and the findings of the demographic analysis were described in Table 1
Demographic profile Category Frequency Percentage (%)
Income per month (million VND)
Less than 6 From 6 to less than 9 From 9 to less than 14 Above 14 Total
Less than 0.6 From 0.6 to 2 Over 2 Total
A recent analysis revealed that 35 travel agencies in Ho Chi Minh City participated in the study, with a total of 302 respondents, including front-line service officers The gender distribution showed that 59.9% of participants were male, while 40.1% were female Notably, over 62.9% of respondents were aged between 24 and 30 years, with older participants accounting for only 0.7% Additionally, the income data indicated that a significant 93.4% of the sample earned a high monthly salary exceeding 9 million VND.
Scale validation
In this research, the evaluation of scales was conducted using factor loadings, Cronbach’s alpha, composite reliability (CR), and average variance extracted (AVE) through confirmatory factor analysis (CFA) to assess scale reliability, as well as discriminant and convergent validity Each construct, both first-order and second-order, was analyzed separately via CFA methods, revealing the necessity to remove specific items from the research model for better alignment with market data The final measurement model retained three observed items for emotional display rules, six items for job autonomy, and four items for job burnout, ensuring acceptable measurement scales for each dimension The CFA results indicated a good model fit, with a minimum discrepancy of 1.889, a probability of 000, a comparative fit index of 947, and a Tucker-Lewis coefficient of 942 The standardized regression weights for all items exceeded 0.5 with p