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1. 
ANTECEDENTS AND CONSEQUENCES OF EMPLOYEES’
JOB STRESS IN A FOODSERVICE INDUSTRY :
FOCUSED ON EMOTIONAL LABOR AND TURNOVER INTENT
Carrine Kezia Aulia : 102183022

2. OUTLINE
 Introduction
 Literature Review
 Methodology
 Result
 Conclusions and Implications

4. INTRODUCTION

5. INTRODUCTION
 Service industry
 Competitiveness of service organization
 Determines their performance
 Emotional Labor -> Important
 Front-line customer contact point, greeting
 Positive word-of-mouth, repetitive purchase,
positive corporate evaluation
EMOTIONAL LABOR
Requirement of a job
that employees
display required
emotions
toward customer or
other
EMOTIONAL LABOR
Requirement of a job
that employees
display required
emotions
toward customer or
other

6. INTRODUCTION
 Double-edge sword
 Positive influence upon performance of organization
 Negative influence upon psychological pressure
 Emotional labored group VS non-emotional labored group
 Worse health condition
 Lower job satisfaction & self regard
 Most of past studies examined emotional labor’s relationship
with job satisfaction or performance

7. INTRODUCTION
 This study considered :
 The antecedents (emotional labor)
 The consequences (turnover intent)
 Mediate by job stress and emotional dissonance

8. LITERATURE REVIEW

9. HYPOTHESES

10. METHODOLOGY - framework
Emotional
Labor
Emotional
Labor
Emotional
Dissonance
Emotional
Dissonance
Job StressJob Stress
Turnover IntentTurnover Intent
H1
H2
H3
H4
H5

11. METHODOLOGY – data collection
 Five ranked family-style restaurants in Korea.
(in terms of sales, 2011)
 338 questionnaires

12. METHODOLOGY – data collection
 61.2 % of respondents were 20-29
years of age.
 53.8 % had a community college
degree.
 71.3 % had worked at the current
place for less than 5 years.

13. METHODOLOGY - instrument
 Pilot test
 Employees’ emotional labor >
 Surface acting (4 items)
 Deep acting (4 items)
 Expression of felt emotion (4 items)
 Employees’ emotional dissonance (3 items) >
 Job stress ( 4 items) >
 Turnover intent (4 items) >
Glomb and Tews
(2004)
Diefendorff et al.
(2005)
Brotheridge and Lee (1998)
Parker and Decotiis (1983)
Seashore et al. (1982)

14. RESULT

15. RESULT
 Reliability 
 Validity CFA 
 NFI = .901

16.  SEM 
NOT SIGNIFICANT
NOT SIGNIFICANT
H1
H2
H3
H4
H5

17. RESULT
 SEM  : Test the mediating effect of Emotional Dissonance & Job Stress
 Baron and Kenny (1986) : partial mediation < full mediation

18. RESULT






19. CONCLUSION &
IMPLICATIONS

20. Employee of food service perceive emotional dissonance through the
emotional labor in their job situation
H1 | EMOTIONAL LABOR > EMOTIONAL DISSONANCEH1 | EMOTIONAL LABOR > EMOTIONAL DISSONANCE 
H1

21. H1
In case of service jobs that required contact with customer, employees’
making an effort to express the required emotions that are different from
actual emotions, significantly make them stress
H2 | EMOTIONAL LABOR > JOB STRESSH2 | EMOTIONAL LABOR > JOB STRESS 
H2

22. H1
H2
H3 | EMOTIONAL LABOR > TURNOVER INTENTH3 | EMOTIONAL LABOR > TURNOVER INTENT 
Increased mental and physical exhaustion can contribute to an increase in
turnover intent
H3

23. H1
H2
H3
H4 | EMOTIONAL DISSONANCE > TURNOVER INTENTH4 | EMOTIONAL DISSONANCE > TURNOVER INTENT 
H4

24. H1
H2
H3
H4
H5 | JOB STRESS > TUNROVER INTENTH5 | JOB STRESS > TUNROVER INTENT 
Employees were performed emotional labor (-) induces stress
This stress makes the employees feel mental and exhaustion, increasing
the employees’ turnover intent
H5

25. IMPLICATIONS
 Human resource
system
 Effective Stress Control
 Education & training
 Counseling center
 Emotional labor
checklist periodically

26. LIMITATIONS
 Subject
 Organizational culture
 Re-model
 Personal variables
 Negative effect of
emotional Labor

27. THANK
YOU