| Summary: | Emotional labor research has focused on employees'
interactions with customers that is a significant part of organizational life.
It is a fact that during this interactions emotions are regulated and managed
by employees. Regulation of emotions produces positive outputs such as
performance improvement in terms of businesses, but also negative psychological
consequences such as anxiety in terms of employees. In this context the purpose
of this empirical study is to investigate the effects of emotional labor
strategies, superficial and deep acting, on sales call anxiety (SCA) and
performance. The data was collected from 277 salespeople who worked in banks
and automotive dealerships by using survey method. The research hypotheses were
tested with structural equation model. The findings confirm that all scales,
particularly SCA, are reliable and validate in Turkey. However, the results
show that the effect of emotional labor strategies on SCA are different. While
surface acting strategy has a positive effect on SCA, deep acting has a
negative effect. Although the relationship between emotional labor
strategies and performance was not supported, it was found that SCA has a
negative impact on the performance of salespeople. These findings have been based
on the literature and suggestions are
provided for future research and administrative applications.
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