*Assistant Professor, Bharati Vidyapeeth University, Institute of Management & Research, New Delhi, India
**Associate Professor, Maharaja Agrasen Institute of Technology, GGIPU University, New Delhi, India
Online published on 24 November, 2015.
The dynamicity of work and the competitive pressures among the employees like that of transfer to the 24* 7 societies possess significant impacts and influences for how employees feel at work (Georgellis & Lange, 2012; Georgellis et al Eds. 2012). In recent times, the business world is said to be thriving on emotions, especially in the service industry. More importantly, regulation and expression of organizationally desirable emotions is found to have significant consequences for organizations. In service organizations, employees are required to display positive emotions during service encounters and are expected to “serve with a smile,” while controlling or suppressing negative emotions. Emphasizing on the significance of appropriate emotional display, Hennig-Thurau, Groth, Paul, and Gremler (2006) proposed that having a friendly service staff and providing “service with a smile” have become an unquestionable mantra for success of service firms these days. As a result, the emotional well – being of the employee has turned out to be a key focus for most of the firms.
Service, Emotions, Emotional Labour
