2017 年 6 巻 2 号 p. 7-13
Downsizing, cost reduction, and layoffs are common in the airline industry today. Moreover, IT and the automated machines substitute employees' works. The employees might feel Role Conflict (RC) and Role Ambiguity (RA). The literature indicates that RC and RA lead to deterioration of employees’ performance (e.g., Rizzo et al., 1970). The purpose of this study is to investigate how emotional labor and emotional competence affect human resource development and organizational performance. Concretely, testing the hypotheses, whether the emotional labor aspects restore the decreasing propensity of trust toward their employer and the increasing propensity of emotional exhaustion. I conducted a questionnaire survey and obtained a sample of 413 flight attendants working for an Asian airline. The collected data were quantitatively analyzed. The finding of this study is, first, deep acting moderates the decreasing propensity of trust toward the employer, when RC is highly perceived by the employees. Second, affective delivery moderates the increasing propensity of emotional exhaustion, while the human service employees are generally prone to increasing their emotional exhaustion, when RA is highly perceived. As a conclusion, while Hochschild (1983) showed that the emotional labor can be commercialized and serve the company's commercial purpose, the result of this study suggests that the emotional labor might use as a psychological prevention tool for employees from emotional exhaustion and burnout. In addition, the emotional competence creates and sustains a long-term growth of the organization.