1) The document discusses a study on the antecedents (emotional labor) and consequences (turnover intent) of job stress in the foodservice industry, with emotional dissonance and job stress as mediating factors. 2) The study found that emotional labor leads to increased emotional dissonance and job stress. Job stress was also found to increase turnover intent. However, emotional dissonance was not found to increase turnover intent. 3) The implications discussed include implementing human resource programs like stress control training, counseling, and periodic emotional labor assessments to help mitigate the negative impacts of emotional labor.

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