A STUDY ON ADMINISTRATION & FACILITY MANAGEMENT AT CMS INFOSYSTEMS PVT LTD...

7/28/2019 A STUDY ON ADMINISTRATION & FACILITY MANAGEMENT AT CMS INFOSYSTEMS PVT LTD (BANGALORE)

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CHAPTER1

INTRODUCTION

Emotional labor is the active control and regulation of outward emotion in a

service job. Many employees must regulate their emotions when dealing with

employees, as well as, coworkers and supervisors. Many studies have viewed emotional

labor as a positive benefit to employees and businesses through an economic aspect.

However, there are negative costs to emotional labor. Studies have shown that an

emotional labor job leads to employee exhaustion and burnout and therefore reduces

employee well-being.

Employees in emotional labor jobs must usually abide by display rules. In the

service industry, businesses often endorse positive display rules. In this case, requiring

employees to be kind, happy, and perform service with a smile. Positive display rules

have been found to result in emotional exhaustion and lower task accuracy in employees.

As well, emotional demands have been correlated to job burnout with emotional

dissonance as a mediator (Bakker and Heuven, 2006). Job burnout is related to

exhaustion and cynicism. These two requirements of emotional labor have a negativeeffect on employees and consequently reduce their well-being.

Display rules and emotional demands often require employees to practice deep

acting and surface acting. Deep acting is essentially pretending to feel an emotion to

cover up how you are truly feeling, while surface acting is simply putting on an outward

appearance of a certain emotion, although that is not how you truly feel. Awareness of

display rules was found to be positively related to deep acting and surface acting. These

two acting techniques are also positively related to emotional exhaustion (Grandey,

2003). However, in this study deep acting when compared to surface acting was not

significantly related to emotional exhaustion. This may be explained by the idea that

surface acting requires more emotion regulation because you are simply trying to hide

true feelings rather than trying to experience the desired emotions. Faking emotions not

only causes exhaustion but can lead to emotional estrangement, as well. Emotional


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estrangement is the confusion of emotions, or not knowing how one should feel in a

certain situation, which is also not healthy for employees.

Another stressful aspect of emotional labor jobs is customer incivility. Customer

incivility is when customers are rude, impolite, and discourteous to employees. Not only

do service employees have to regulate their emotions but they often deal with unruly

customers. Even more stressful is that they must try to keep up the positive display of

emotion although the customer may not deserve courteousness. Customer incivility was

found to be positively related to employee emotional exhaustion and negatively related to

customer service performance (Sliter et al., 2010). In other words, the ruder the customer

was the more emotional exhaustion the employee experienced. While the ruder the

customer was the less good service performance was perceived. Not only does this

customer incivility lead to emotional exhaustion for the employee it could also lead to the

employee being reprimanded by a supervisor for poor customer performance, adding to

job stress and exhaustion. Sliter et al. (2010) also found that emotional labor

(suppression of negative emotions and faking positive emotions) fully mediates the

relationship between customer incivility and emotional exhaustion. This study supports

that customer incivility causes more emotional labor effort, such as deep acting or surface

acting, and therefore leads to emotional exhaustion.

It is obvious that when someone is uncivil to another person it will most likely

have a negative effect on that person. Another study examined differences between

outsider versus insider abuse in an emotional labor job. Customer verbal abuse was more

frequent then supervisor or coworker verbal abuse. Customer verbal abuse was also a

better predictor of the targets emotional exhaustion then supervisor and coworker verbal

abuse. Finally, in a job with more emotional labor demands there were more frequent

accounts of customer verbal abuse, while supervisor and coworker verbal abuse did not

fluctuate by emotional demands (Grandey et al., 2007). This information supports that

although customer abuse is exhausting whether it is a high emotional labor occupation or

not, customer abuse is higher in emotional labor jobs.

Together these studies provide evidence that emotional labor requirements such

as; positive display rules and emotional demands that involve deep acting and surface

acting lead to emotional exhaustion and job burnout. Emotional exhaustion itself will


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reduce employee well-being because stress and exhaustion are proven to have physical

and psychological effects.While job burnout may lead to unemployment and may

potentially harm ones self and family due to a lack of means to live.Another important

point is that incivility from supervisors, coworkers, and customers especially,has been

found to lead to emotional exhaustion with customer incivility at its highest in emotional

labor occupations. In conclusion, emotional labor may greatly reduce an employees

well-being due to emotional exhaustion.

Emotional labour is result of social interaction, and influenced by social, cultural,

interpersonal and situational factors of lives. Individuals suppress feelings for displaying

socially accepted emotion appropriate in the situational context. For example, showing

excitement about a colleagues promotion or suppressing anger when being cut off by

someone in a waiting line.

The client interact with frontline employees of the organisation while their visit.

The consumers could not separate the service quality from the quality of experience they

have during their visit. This has compelled organisations to have control or regulation

over the employee emotions at the work place. As the interaction between the service

provider and guest is at the core of the service experience, this study emphasizes the

important role of managing behavior and emotions in the delivery of quality service. The

common perspectives in these works are (1) that emotions play a critical role in the

delivery of service excellence and customer loyalty and (2) that organizations ensure this

delivery of quality guest services most often by implementing organizational display

rules.

EMOTIONAL LABOUR

The individual has to show particular type emotions in certain set of situations,

irrespective of their real emotional state in accordance with collective norms. The

individual either conceals or exaggerates actual feeling, to confirm with collective norms

(called display rule). Some effort is required in concealing or exaggerating the real


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emotions, the effort is called emotional labour. Aril R. Hochschild (1983), an American

sociologist coined the term in her seminal book The Managed Heart: Commercialization

of Human Feeling. She defined the term asmanagement of feeling to create a publicly

observable facial and bodily display (p.9). She emphasized the impression management

by service employee is emotional labour. Further, she also specified three features of jobs

involving emotional labour; as:

a) must have face- to- face or voice- to- voice interaction;

b) must have some organizational or professional display rules; and

c) must induce a favorable emotional state.

Researchers have defined the emotional labour differently along time; Mumby

and Putam (1992) defined emotional labour as the way the employees manage to hide

their real emotions to conform to display rule. They professed wider range of emotions

for employees is required to enhance productivity and nurture subjective well-being for

them and their family.

Ashforth and Humhery (1993) defines emotional labour as an act of displaying

appropriate emotions considering the objective if impression management to better social

perception of himself/ herself as well as to condition of interpersonal climate (Grander &

Martinko, 1988).

Grandey (2000) defines emotional labour involving managing emotions so that

they are in accordance with organizational or professional display rule. This

conceptualization has an inherent assumption that some organization or profession has

some set of emotions which are to be displayed during personal interaction with clients.

There persist ambiguities in conceptualization of emotional labour (Bono & Vey

2005; Glomb & Tews 2004), even though a common thread running through every

conceptualization is emotional labour involves managing emotions so as to confirm toorganizational or professional display rule; individual put some effort to conceal or

exaggerate their true feelings to satisfy organizational requirement (Diefendorff, Croyle

& Gosserand 2005; Glomb & Tews 2004; Grandey 2003; Mann 2004). Thus, emotional

labour is the deliberate cognitive effort of the employees to display emotions as per

organizational or professional display rule, and are paid for their meliorate performance


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The emotional labour has been related to various job behaviours in researches, as

it was found to be negatively related to job satisfaction, memory performance,

depersonalization, and positively with job stress, hypertension, heart disease, and even to

exacerbate cancer, emotional exhaustion and burnout.

BURNOUT

Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and

prolonged stress. It occurs when one feel overwhelmed and unable to meet constant

demands. As the stress continues, individual begin to lose the interest or motivation that

led you to take on a certain role in the first place. The use of the term burnout for this

phenomenon began to appear with some regularity in the 1970s in the United States,

especially among people working in the human services. This popular usage was

presaged by Greenes 1961 novel, A Burn-Out Case. The importance of burnout as a

social problem was identified by both practitioners and social commentators long before

it became a focus of systematic study by researchers. Burnout as a psychological term for

the experience of long-term overwhelmed of emotional exhaustion, loss of energy, and

withdrawal from work was introduced in the mid 1970s by two American researchers,

Herbert Freudenberger and Christina Maslach, who independently described the

phenomenon.

Burnout is the result of remorseless stress, but it isnt the same as too much stress.

Stress, as a rule, involves too much: too many pressures that demand too much of

individual physically and psychologically. Stressed people can still imagine, though, that

if they can just get everything under control, theyll feel better. Burnout, on the other

hand, is about not enough, being burned out means feeling empty, devoid of motivation,

and beyond caring. People experiencing burnout often dont see any hope of positive

change in their situations. If excessive stress is like drowning in responsibilities, burnout

is being all dried up. One other difference between stress and burnout: While youre


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usually aware of being under a lot of stress, you dont always notice burnout when it

happens.

The burnout concept was developed from field observations not from theory.

Herbert Freudenberger and Gail North have theorized that the burnout process can bedivided into 12 phases, which are not necessarily followed sequentially, nor necessarily

in any sense be relevant or exist other than as an abstract construct.

A compulsion to prove oneself

Working harder

Neglecting one's own needs

Displacement of conflicts (the person does not realize the root cause of the

distress)

Revision of values (friends or hobbies are completely dismissed)

Denial of emerging problems (cynicism and aggression become apparent)

Withdrawal (reducing social contacts to a minimum, becoming walled off;

alcohol or other substance abuse may occur)

Behavioral changes become obvious to others

Inner emptiness

Depression

Burnout syndrome

There may be various sources contributing to the burnout, and the have been

broadly divided into three categories:

1. Job related: unclear and impossible requirements; prolonged high time with no

down time; big consequence of failure; lack of personal control, recognition; and

poor leadership.

2. Lifestyle causes: too much work with little balance; no help or supportive

resources; too little social support, sleep, and time off.


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3. Psychological factors: perfectionist tendency; pessimism; excitability; type A

personality; poor fit for the job; and lack of belief in what individual do.

Burnout is the devastating psychological conditions brought about by unrelieved

work stress, which can cause:

a) depleted energy and emotional exhaustion;

b) lowered resistance to illness;

c) increased depersonalization in interpersonal relationship;

d) increased dissatisfaction and pessimism; and

e) increased absenteeism and reduced work efficiency.

Burnout is the index of the dislocation between what people are and what they

have to do. It represents erosion in values, dignity, spirit, and will; a corrosion of human

soul (Maslach & Leiter, 1997).

Maslach and Jackson (1986) described these four phases of burnout as measures:

a) Depersonalization;

b) Diminished personal accomplishment; and

c) Emotional exhaustion.

Zapf (2002) found that emotional work combined with organizational problems

were associated with high levels of burnout. High emotional demands and high role-

conflicts had an impact on all three dimensions of burnout. High quantitative demands

and low possibilities for development are associated with personal - and work-related

burnout, whereas low role clarity is associated with personal and client-related burnout

(Borritz, 2005).Burnout research had its roots in service jobs and profession, in which the

core of the job was the relationship between employee and client (Maslach, Chaufeli &Leiter, 2001). The interpersonal context of the job implied, from the beginning, burnout

was studied not as an individual stress response, but in terms of an individuals relational

transactions in the workplace and focused attention on the individuals emotions, and on

the motives and values underlying his or her work with recipients. The service employees


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are emotionally taxed (Maslach & Jackson, 1982), thus service employees are more porn

to burn out.

Attentiveness is the second dimension of the emotional labour (Morris &

Feldman, 1996). There are various sub measures in the attentiveness as intensity ofinteraction and duration of the interaction, which are positively correlated burnout

(Rafaeli, 1989; Sutton & Rafaeli, 1988). It seems as if researchers have taken for granted

that the specific nature of people-work is dealt with implicitly if people-workers are

investigated. But, surprisingly, only few studies analyzed whether it is, indeed, the

customer who causes burnout. Some studies investigated whether the structure of

interactions with customers (e.g., the number or length of interactions) or the content of

the interaction (e.g., the severity of clients problems to be solved) is related to burnout.

The effects emerging in these studies were often smaller compared with other stressors,

such as time pressure (Schaufeli & Enzmann, 1998). The frequent interactions will be of

short duration and can be highly scripted (Sutton & Rafaeli, 1988), putting on less

emotional demand on the exhibiter (Morris & Feldman, 1996). On the contrary the longer

interactions will need more intention emotions and interactions are not scripted, costing

dearly (Zapf, 2002). Emotional dissonance was found to be resulting from external

demands rather than being reaction to emotion display or a behavioural strategy. Morris

and Fiedman (1996) proposed the more intention emotions need more effort to be

displayed. These efforts are drawing from the cognitive resource of the employee putting

extra emotional strain on them. Some job stress burnout researches have found high

strain to be related to high burnout. The individual alienated from themselves

(depersonalization) leading to feeling of a state were one has not achieved any thing (self

accomplishments).


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CHAPTER2

REVIEW OF LITERATURE

Morris and Feldman (1996) supported that emotional dissonance is also determined by

positive and negative affectivity. That is, when the organizationally desirable emotions

conflict with employees affectivity (positive or negative), emotional dissonance may

occur.

Brotheridge and Lee (1998) argued that affectivity influences emotional labor through the

range and intensity of emotions displayed, meaning that individuals with high levels of

affectivity may find it more difficult to surface act or deep act, compared to low-affectintense individuals.

Johnson (2004) acknowledged that positive affectivity moderates the relationship

between surface acting and emotional exhaustion, meaning that individuals with high

scores at positive affectivity tend to experience emotional exhaustion to a greater extent

when engaging more in surface acting. But Johnsons study examined the influence of

affectivity in the case of service jobs that required only the expression of positive

emotions.

Diener & Larsen (2007) reported that individuals high in positive affectivity are more

focused externally on promoting positive outcomes, whereas those high in negative

affectivity are more focused internally on preventing negative outcomes. Hence, the

prevalence of positive, respectively negative affectivity determines the regulatory

strategy used (promotion or prevention).

Mikolajczak, Menil and Luminet (2007) introduced the construct of negative consonance

to describe another form of discrepancythat between felt and expressed emotions and

organizational display rules. To put it otherwise, there are situations when employees

choose to ignore the emotional work requirements and express their true feelings.

Furthermore, the authors found evidence that negative consonance and burnout are


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positively associated, the same trend being specific to the relationship between negative

consonance and somatic complaints (as physiological components of jobrelated stress).

Hobfoll (1989) claimed that stress at work is due to threats with resource loss, loss of

resources or failure to regain resources after they were invested. From this point of view,

energetic resources are specifically taken into account, such as emotional robustness,

cognitive ability and physical vigor. Moving further, burnout appears as the end state of

a long-term process of resource loss that gradually develops over time depleting energetic

resources.

Ashkanasy, Hartel and Daus (2002) point out, the findings of the studies previously

mentioned should be taken into account considering the individual characteristics of

employees, where some may be better equipped or skilled when it comes to performing

emotional labor effectively and without adverse personal consequences. And this

observation leads to the question whether managingthe heart in the workplace must be

necessarily stressful or not.

Hochschild (2003) admitted that deep acting, as an emotional labor strategy, may have

potential benefits for employee outcomes, but warned of the commoditization of

employees feelings by the organizations. There are also differences in the affectiveexperience concerning the reaction to workplace events: individuals high in positive

affect are more reactive to positive workplace events and less reactive to negative events.

Demerouti, Verbeke and Bakker (2005) identified five possible burnout configurations,

based on the necessity to simultaneously take into account the three basic symptoms of

burnout syndrome, using cluster analysis: a nonburnout cluster, a burnout cluster and

three clusters with what they called, incomplete burnout, characterized respectively by

exhaustion only, cynicism only and reduced efficacy only.

Maslach and Leiter (2008) continued the work of Demerouti et al. (2005) by exploring

the trajectories of change over time for individuals with different scoring patterns. They

used the two core dimensions of burnout (emotional exhaustion and cynicism) and

created two subgroups with congruent patterns (burnout: high exhaustion, high cynicism


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and engaged: low exhaustion, low cynicism), respectively incongruent patterns

(exhaustion only: high exhaustion, low cynicism and cynicism only: low exhaustion, high

cynicism).

Wright and Bonett (1997) supported in a longitudinal study the negative relationship

between emotional exhaustion and job performance. This relationship was proven to be

the opposite when job performance was determined through supervisory ratings (Wright

& Cropanzano, 1998). In fact, Keijsers, Schaufeli, Le Blanc, Zwerts and Miranda (1995)

had already acknowledged that burnout has different effects on performance depending

on how one operationalizes the later, the tendency being that self-reports of job

performance are negatively associated with burnout, while objective assessments of job

performance positively relate to burnout. Irrespective of the directionality of theassociations, emotional exhaustion was constantly identified as the only burnout

dimension that correlated with job performance.

Bakker, Demerouti and Verbeke (2004) found that the relationship between job demands

(including emotional demands) and in-role performance is mediated by feelings of

exhaustion. This relation was further supported by Bakker and Heuven (2006), who

showed that emotionally demanding interactions with recipients leads to emotional

dissonance, which, in turn, leads to job burnout and impaired performance. Equally,

displaying positive emotions at work in emotional demanding interpersonal interactions

was proven to be beneficial for the organization, since the frequency of emotional labor

was positively associated with client satisfaction and return of business.


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CHAPTER3

RESEARCH METHODOLOGY

3.1 DEFINITION OF RESEARCH

Research is regarded as a systematic process of identifying market problems & then

gathering, recording & analyzing the data about the problems in order to get a justified

solution for the problems.

This chapter describes the methodology adopted for conducting the study on,

EFFECT OF EMOTIONAL LABOUR AND BURNOUT AMONG TEACHERS

3.2 RESEARCH UNIVERSE

The universe for this study is all the teachers teaching in colleges of Punjab Technical

University.

3.3 RESEARCH PLAN

The type of research that will be used in the project is Exploratory research.

3.4 RESEARCH SAMPLE & TECHNIQUE

Sample size: 107 teachers from GNIMT, PCTE, GNDEC & GGNIMT.

Research technique: Convenience sampling technique

3.5 DATA COLLECTION

1. Primary Method: Survey method through questionnaires.


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2. Secondary Method: information from online blogs, journals & research papers.

3.6 RESEARCH INSTRUMENT

Hypothesis testing like t-test was applied and mean and standard deviation was also

applied.

3.7 RESEARCH AREA

The research or the sample area was restricted to the city of Ludhiana only.

3.8 OBJECTIVES OF THE STUDY

To study the emotional labour and burnout among teachers in Ludhiana City .

To understand how the relationship between emotions and the demands of work and

family influence their well-being.

To study examined how emotional labor and workfamily conflict contribute to

explaining variance in burnout.

3.9 LIMITATIONS OF THE STUDY

In the study both primary & secondary sources of information have been used &

efforts have been made to come up with the best results. Still 100% perfection

cannot be claimed. One of the major constraints is time pressure.

Respondents biasness cannot be ignored.

Accuracy of responses depends upon the mood & interest of the respondents.

Lack of experience of researcher.


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The research was limited to the city of Ludhiana only which too can be a drawback

CHAPTER4

DATA ANALYSIS AND INTERPRETATION

Descriptive Statistics

Table 1 presents descriptive statistics for the variables included in the study. Means and

standard deviations for the core burnout and the two emotion regulation strategies are

important indicators, since, as advanced by Wharton (1993), it is not emotional labor

itself that results in burnout, but how it is performed.

Table 1. Mean and standard deviation for core burnout, and emotional labor strategies

SD

Core burnout .37 .48

Deep acting .75 .70

Surface acting .94 .68

Table 2. Mean and standard deviation for the ELS

Emotional labor scales M SD

Frequency 3.98 .81

Intensity 2.82 .78

Variety 3.00 .78

Deep acting 2.75 .70

Surface acting 2.94 .68

Table 3. Mean and standard deviation for the MBI scales

Burnout scales M SD


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Emotional exhaustionfrequency 4.03 .61

Emotional exhaustionintensity 3.74 .55

Personal accomplishmentfrequency 5.09 .49

Personal accomplishmentintensity 4.71 .43Depersonalizationfrequency 2.72 .50

Depersonalizationintensity 2.86 .49

Involvementfrequency 3.04 .70

Involvementintensity 2.95 .73

From the two emotional labor strategies surface acting is more frequently experienced by

bank tellers from our study (M=2.94, SD=.68).

Further on, taking a closer look to all the subscales of the two processes it can be seen

that, in terms of means, the values are not homogeneous (Table 2).

Thus, the items that compose the frequency subscale in the ELS (how often do you adopt

certain emotions as part of your job) were reported to have the highest mean value

(M=3.98, SD=.81) in the work settings taken into account, compared to the items in the

remaining composite scalestwo expressing rather role characteristics and the other two

emotional labor mechanisms (intensity and variety, respectively, deep acting and surface

acting).

The same tendency can be noticed in the means distribution for the other investigated

process (Table 3). Personal accomplishment (PA) seems to be the most frequently and

intensely experienced burnout subscale (Mf=5.09, SDf=.49; Mi=4.71, SDi=.43), while

the lowest means in terms of both frequency and intensity were reported for

Depersonalization (DP) (Mf=2.72, SDf=.50; Mi=2.86, SDi=.49).

Tests of the Hypotheses

In order to meet the objectives assumed for the current study and test the hypotheses

formulated in the previous section the correlations between emotional labor and burnout


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scales and subscales, as well as the job performance scores were further determined. The

findings offer relevant insights. As it can be noticed from the correlations matrix (Table

4), emotional labor (in terms of its two emotion regulation strategies: surface acting and

deep acting) and burnout (core burnout, calculated by determining the mean between

emotional exhaustion and depersonalization in terms of frequency) significantly

Table 4. Bivariate correlations of emotional labor subscales and core burnout

core burnout

Emotional Labor Scalefrequency .38**

Emotional Labor Scaleintensity .41**

Emotional Labor Scalevariety .36**Emotional Labor Scaledeep acting .38**

Emotional Labor Scalesurface acting .28**

Note: * p < .05, ** p < .01.

correlate in the case of the sample of Romanian bank tellers examined and thus, the main

hypothesis of the current study (HI.) is confirmed.

As was mentioned earlier, bank tellers represent a specific emotional labor as well as

burnout occupation. Working in a bank implies having face-to-face and voice-to-voice

interactions with the customer, meaning that bank tellers engage in job-relevant

interactions which demand them to feel, or at least project the appearance of positive

emotions (thus to service with a smile). Furthermore, their emotional expressions are

somewhat controlled by the employer, for instance through training, policies or

supervision. And the notion of prescribed and supervised emotions is what distinguishes

emotional laborers from other employees, as noted by Hochschild (2003).

Emotions appear to be important facets of the products the service industry sells to

clients (Bakker & Heuven, 2006, p. 425) that is smiling bank tellers emerge as assets of

great importance for the publics perception ofthe profession and the client satisfaction.

As emotional laborers, bank tellers invest a certain amount of emotional effort in their


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jobs in order to meet the organizationally display rules. This emotional effort requires

both the physical and mental management of ones emotions and it may result in strain.

From the two emotional labor strategies (deep acting, respectively surface acting) the

attempt to modify the inner shape of the feelings in order to be consistent with the

organizational display rules seems to be more taxing for bank tellers from our sample

(r=.38, p


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EEf PAf DPf INf EEi PAi DPi INi

ELS_DA .30** .38** .24* .46** .43** .33** .31** .32**

ELS_SA .16 .31** .26** .38** .37** .13 .12 .17

ELS_intensity .28** .49** .32** .43** .55** .28** .37** .23*ELS_variety .24** .34** .28** .44** .46** .34** .31** .50**

Note: * p < .05, ** p < .01.

EEf = emotional exhaustionfrequency;

PAf = personal accomplishmentfrequency;

DPf = depersonalizationfrequency;

INf = involvementfrequency;

EEi = emotional exhaustionintensity;

PAi = personal accomplishmentintensity;

DPi = depersonalizationintensity;

INi = involvementintensity.

These findings are consistent with those of Maslach (1978), who supported that

employees who had less emotionally charged interactions with clients reported less

emotional exhaustion than did those whose interactions were more intense.

Moving further, these relationships could be better explored by taking into account in

future research dispositional factors, such as emotional intelligence or dispositional affect

(positive affectivity, respectively negative affectivity).

In order to better understand the findings presented up to this point and as well as to test

the secondary hypotheses formulated, the bivariate correlations between the subscales of

both emotional labor and burnout were calculated. The results are reported in Table 5.


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Concerning the first secondary hypothesis (HI.I.), which implied that surface acting

positively correlates with emotional exhaustion, it was also acknowledged by the results

reported in Table 5 (r = .37, p < .01), the findings being supported by previous research

(Brotheridge & Grandey, 2002). This means that, the more bank tellers try to show

positive emotions at work, the more overextended and exhausted they feel. And that is

because painting on a smile when not really feeling like smiling can be quite

emotionally taxing, in terms of intensity (since surface acting is positively related only to

the emotional exhaustionintensity subscale).

As for the next secondary hypothesis (HI.II), regarding the relationship between surface

acting and depersonalization, it was also validated by the findings, which show that the

two subscales are positively related, but only in terms of frequency (r=.26, p > .01). Thus,the more a bank teller tries to change the outwardly emotional display, the more he or she

will treat customers like objects, showing a detached attitude.

However, consistent with the results presented above, regarding the relationship between

core burnout and the two core emotional labor strategies, deep acting significantly

correlates with all the subscales of the burnout syndrome. Although trying to actually feel

what one should feel as part of the job role was previously proven to diminish the

tendency of unfeeling (detaching oneself not only from his/her own feelings, but also

from others feelings) (Maslach & Jackson, 1981), the current findings suggest the

opposite relationship (rf=.24, p


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As expected according to the third secondary hypothesis (HI.III.), the dimension of

personal accomplishment is also positively related with deep acting (rf=.38, p>.01,

ri=.33, p


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meet the objective of the present research the next step of the analysis consisted in

identifying the exact set of variables that can best predict burnout in the case of the

sample under consideration thorough the multiple regression analysis.

As de Vaus (2002) pointed out, in doing multiple regression analysis the general principle

of explanation is to seek the simplest powerful model (parsimony), and to avoid including

variables that add virtually nothing to the predictive value of the model. Therefore, one

must limit the number of variables included in the analysis, since increasing the number

of variables artificially inflates the R2 especially in small samples. Another important

aspect in deciding how many variables to include in the model is the size of the sample.

The variable to case ratio helps identify the sample size required to accommodate the

number of variables one wishes to include. When all variables are entered into the modelin a single block the ratio of cases to variable should be at least 20:1, and the minimum

suggested sample to variable ratio is 5:1 (de Vaus, 2002).

Taking into consideration the above mentioned conditions, it was decided to include in

the analysis only the variables which correlated significantly with the core burnout and

the respective subscales. The analysis was undergone using the hierarchical strategy, that

is starting with the variable with the highest correlations (ELS intensity), then adding one

by one the all the other subscales of the ELS. Table 6 presents only the models that

accounted the most in predicting burnout.

The first model shows that the intensity of emotions that bank tellers are required to

display at work accounts for 17% of the variance for the level of burnout that they are

experiencing (R2=.171). The model is significant with F(1,105)=21.59 (p


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Model 1 .171 .163 21.59 .000

ELS_intensity .216 .413 4.64 .000

Model 2 .209 .194 5.07 .026

ELS_intensity .165 .316 3.24 .002ELS_variety .114 .219 2.25 .026

integration of another variable, since the adjusted R2 increased as well (from .163 to

.194). This second model is also significant with F(1,104)=5.07 (p


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expectations that result from the social role interpretation, but are also proven by

physiology.

On the other hand, age differences in emotional experience, expression and control were

also investigated. For instance, Gross et al. (1997) found across four studies a consistent

pattern of age differences: control of emotions increases with age, while emotional

expressivity decreases and it seems that aging is positively related to experiencing to a

greater extent positive emotions.

Therefore, taking into account the role of age and gender in affective processes an

analysis was undergone that sought to investigate whether these two categorical variables

moderate the relationship between burnout, as a dependent variable and ELS-intensity,

respectively ELS-variety as independent variables. The results of this investigative

approach did not confirm the fact that gender or age further tone the relationship between

the dependent and independent variables identified by the regression analysis.


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BIBLIOGRAPHY

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QUESTIONNAIRE

A SURVEY ON EFFECT OF EMOTIONAL LABOUR ON BURN OUT OF

TEACHERS IN LUDHIANA.

Dear Respondent,

We, ANCHAL GUPTA, BINDIA CHAWLA & RAMANDEEP SYAN

students of MBA, GNIMT are conducting a survey so, kindly co-operate with us and give

us the accurate information. We assure you that your information will be used only for

academic purpose only.

# PERSONAL INFORMATION

A. Gender: Male-_____ Female-______B. Marital Status: Unmarried-_____ married-_____C. Experience: 1-5 ____ 6-10_____ 11-15_____ 16-20_____ 20 above_____D. Classes Being Taught: Graduation_____ PG_____ Both_____E. Area Of Specialisation: Commerce_____ Science_____ Computer_____

Mathematics_____ Other_____

EMOTIONAL LABOUR

1. The emotions I show to my students come naturally.

Never

Rarely

Sometimes

Often

Always

2. My school tells me to express positive emotions to students as a part of my job.a. Neverb. Rarelyc. Sometimesd. Oftene. Always

3. I work hard to feel the emotion I express to students.

Never


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Rarely

Sometimes

Often

Always

4. My school expects me to try act excited and enthusiastic in my interactions withmy students.

Never

Rarely

Sometimes

Often

Always

5. It is part of my job to make my students feel good.

Never Rarely

Sometimes

Often

Always

6. I am expected to suppress any bad moods or negative reactions to students.

Never

Rarely

Sometimes

Often Always

7. When am upset or disturbed my institute expects me to hide those emotions.

Never

Rarely

Sometimes

Often

Always

8. As a teacher I feel I must show or perform certain emotions to my students.

Never

Rarely

Sometimes

Often

Always


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9. To work with my students I act differently from what I feel actually.

Never

Rarely

Sometimes Often

Always

10.I know the emotion rules that am expected to display to students.

Never

Rarely

Sometimes

Often

Always

BURN OUT

1. Do you feel energetic at work??

Never

Sometimes

Everyday

2. Do you find hard to work with students at times?

Never

Sometimes

Everyday

3. Do you think that you become useful through your job?

Never

Sometimes

Everyday

4. Do you feel active and energetic during your working hours?

Never


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Sometimes

Everyday5. Do you get tired dealing with students all day long?

Never

Sometimes

Everyday

6. Does your students feel comfortable with you?

Never

Sometimes

Everyday

7. Do they (students) feel comfortable to share their problems with you?

Never

Sometimes Everyday

8. Do you care about the students problem?

Never

Sometimes

Everyday

9. Do you behave insensitive to the students?

Never Sometimes

Everyday

10.Do you feel stressful to be in a direct conversation with students?

Never

Sometimes

Everyday

11.Are you becoming frustrated with work load of your job? Never

Sometimes

Everyday

12.Do you get tired of your current job?

Never


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Sometimes

Everyday

13.Do you that you have lost your enthusiasm about your profession?

Never Sometimes

Everyday

14.Have you ever been senseless towards your students since you started this job.

Never

Sometimes

Everyday

15.Do you feel that you cannot stand with this job not even for one more day. Never

Sometimes

Everyday


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EFFECT OF EMOTIONAL LABOUR AND

BURNOUT OF TEACHERS IN LUDHIANA CITY

A

PROJECT REPORT

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Submitted To Submitted By

Mrs. Sandeep Kaur Aanchal Gupta 1275685

Bindia Chawla 1275687

Ramandeep Kaur 1273856

Department of Business Management

Guru Nanak Institute of Management and Technology

Model Town, Ludhiana


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ACKNOWLEDGEMENT

Knowledge is the end based on Acknowledgement

Acknowledging any one in mere words is a very difficult job. We would like to pay

our sincere thanks to all those persons who have helped us during this project

work with their able guidance and invaluable advice.

We would also like to thanks Mrs. Sandeep Kaur (Faculty, GNIMT) and for her

guidance and valuable support for completion of our project. We would also like

to express our gratitude towards our parents & friends for her kind co-operation

and encouragement which help us in completion of this project.

We would also like to thank each and every member of the College, friends and

family who have directly or indirectly helped us to complete this project.

Aanchal Gupta 1275685

Bindia Chawla 1275687

Ramandeep Kaur 1273856


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PREFACE

Masters in Business Administration (MBA) programme is one of the most reputed

professional courses in the field of management. This course includes both theory and

its applications as its content of curriculum.

As a part of degree of MBA, every student has to write the project report. The research

project is an integral part of the curriculum and its purpose is to provide the practical

exposure of business world in the changing scenario. This report is an endeavor to

assimilate and put towards all the knowledge and experience that I have got during

research conducted.

In this way, it helps the student in development of practical skills and analytical thinking

process. It makes more aware about the perception and tastes of the people of

corporate world. Thus, it helps in molding the student according to the requirement of

the market.


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CONTENTS

CHAPTER TOPIC PAGE

1. Introduction 1 9

2. Review of Literature 10 12

3. Research methodology 1314

4. Data analysis and interpretation 15 24

5. Conclusion 25

Bibliography 26-31

Appendix 32

35

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