CEGSDISCUSSIONPAPER SERIES

No.2020-CEGS-01

The Role of Emotions of Customer Service Airline Employees
Noriko OKABE

横浜国立大学 地域連携推進機構
成長戦略教育研究センター リサーチャー
2021 年 3 月

横浜国立大学

地域連携推進機構

成長戦略教育研究センター

Education and Research Center for Economic Growth Strategy
Organization for Local Collaboration Networking
Yokohama National University79-1 Tokiwadai hodogaya-ku
Yokohama 240-8501 JAPANCEGSThe Role of Emotions of Customer Service Airline Employees

Noriko OKABE

Abstract
Service industries continue to grow in importance, and the population engaged in the service sectors isincreasing in the world. The service encounter has frequently seen the service from only the customer's
point of view. Conversely, the present research takes a psychological approach to customer service
employees in an airline, particularly flight attendants. This research examined the relationship between
customer service employees' perception of psychological contract violation (PCV) and job satisfaction.
A total of 414 flight attendants working for a European airline participated in a survey. The finding isthat the employees' positive emotions can repair the negative effect derive from their perception of PCV
and increase their job satisfaction. Finally, this research presents a service success model. The employees'
job satisfaction is essential to the success of today's service industry and organizations.
Keywords: Psychological Contract Violation, Emotions, Customer Service Employees,
Airline, Flight Attendant, Job satisfaction

1. Introduction
The evolution of the world economy into a service economy has been rapid. The world economy iscurrently becoming clearly dominated by the service sector, and the population is working for the service
sector is also increasing. According to the International Labour Organization (ILO, international comparisonof the employment by sectors, 2020), for example, United Kingdom's service industry workers accounted for
80.4% of the total workers, followed by Canada (79.2%), the United States (78.7%), France (76.6%), Japan(71.5%), and Germany (71.4%). Following this transition, there has been a sharp rise in jobs requiring

direct and face-to-face interaction with the end customer. Organizational researchers and managers
increasingly pay attention to the unique problems and issues involved in managing service providers,organizations, and employees.
In the airline industry over recent years, many airlines have been trying to reduce their costs and change
their employment relationships to adapt to business environmental change. As a result of increased pricepressure from low-cost carriers and a global macro-economic downturn, many traditional airlines havesought to reduce their costs (Ng et al., 2011). There has also been an ongoing trend through which
European airlines have sought to employ as few people as possible to perform as much work as possible,
meaning customer service employees' expected role has been changed (Bergman & Gillberg, 2015). Sucha change has altered employees' perception of and reaction to the employment relationship between theemployee and employer (Zhao et al., 2007). Moreover, flight attendants' lifestyles and working
environment are profoundly associated with job stress and health problems. For example, flightattendants operate within an environment that consists of circadian dysrhythmia, reduced atmosphericpressure, mild hypoxia, and exposure to sound, vibration, and cosmic radiation (Avers et al., 2009).
Although the passengers regularly observe flight attendants performing activities associated with routine
passenger service, the critical public safety and security roles of flight attendants and the simultaneous
demands often go unrecognized. These demands include unobtrusive and highly disciplined responses to
medical and other emergencies, vigilance for activities within the cabin environment that may
accidentally or deliberately threaten the safety of passengers or the flight crew, assurance of passenger
compliance with Federal aviation regulations, and responses to passenger' air rage' (MacDonald et al.,2003). Furthermore, the current passengers have more diverse expectations towards airline services thanthe past decades.
The service encounter has frequently seen the service from only the customer's point of view.
Conversely, the present research takes a psychological approach to customer service employees,
particularly flight attendants. Hochschild (1983, p.6) mentioned the flight attendant does physical laborwhen she pushes a heavy aircraft meal cart through the aisles, and she does mental work when she
prepares for and organizes emergency landings and evacuations. She also does emotional labor when she
suppresses negative emotions and expresses positive emotions to meet her job demands. Emotional labor
requires customer service employees to induce or suppress feelings to sustain the outward countenancethat produces the proper state of mind in others or create a pleasant and safe place. The issue of emotions
and the display of emotion during customer interaction has gained increasing attention from scholars andmanagers (e.g., Henning-Thurau et al., 2006; Tsai, 2001; Ashforth & Humphery, 1995). The specificgoals of this research were: (1) to examine the direct relationship between the psychological contract ofviolation (PCV) and job satisfaction of flight attendants; and (2) to examine whether the emotional labor
aspects (e.g., affective delivery, surface acting, and deep acting) of flight attendants function as
moderators between PCV and job satisfaction. Figure 1 shows a conceptual moderator model based on
the framework by Baron and Kenny (1986).

Figure 1. A Conceptual Moderator Model :Based on the framework by Baron and Kenny (1986)

2. Literature Review and Hypotheses Construction
2-1. Proposed Predictor: Psychological Contract Violation (PCV)
Contracts are essential features of exchange agreements. The contract binds the transacting parties,
and the employer and employees regulate their activities. At the foundation of the employee-organization
relationship is a psychological contract comprised of beliefs about reciprocal obligations between thetwo parties (Rousseau, 1989). While the economic and legal agreement can explicitly describe in formal
legal terms, an employee's psychological contracts consist of beliefs regarding the reciprocal obligations
between that employee and his or her organization (Morris & Feldman,1996). Nonetheless, employees
often perceive that their organization has failed to adequately fulfill that contract (Robinson & Morrison,
2000). Thus, the psychological contract is more subjective than a legal agreement.
A psychological contract violation (PCV) occurs when one party in a relationship perceives anotherto have failed to fulfill promised obligations. While contracts emerge under good faith and fair dealing(MacNeil, 1985), violations can lead to severe consequences for the parties involved. For example, theemployee loses their job satisfaction, trust toward the employer, organizational commitment,
organizational citizenship behavior, and in-role performance increases turnover intention and increases
turnover intention (e.g., Robinson & Rousseau, 1994; Zhao et al., 2007). Rousseau (1990) found that
55% of a sample of MBA graduates believed that Rousseau (1990) found that 55% of MBA graduates
thought their employers had broken their psychological contracts during the previous two years.
As trends toward downsizing, restructuring, outsourcing, and other turbulence sources continue, theauthor supposes that even more employees will perceive that their organizations have failed to fulfill
their psychological contracts adequately. Consequently, customer service employees working throughthe recent downsizing organizational trend in an airline might feel PCV. This research investigates the
direct relationship between PCV and the job satisfaction of customer service employees. Second, thisresearch examines the moderating effect or recovery from the decreasing tendency of job satisfaction
among flight attendants working for the European airline. Customer service employees probably feel
PCV in the transient organizational environment.
2-2. Proposed Outcome: Job Satisfaction
Within the organization science, job satisfaction is probably the most common and one of the oldest
operationalizations of workplace happiness (Wright et al., 2007). Job satisfaction refers to the employee's
overall practical evaluation of the job's intrinsic and extrinsic facets (Bettencout et al., 2001). Job
satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one's career andjob experience (Locke, 1976). According to reciprocity norms, a higher level of job satisfaction willencourage employees to engage in service-orientated behaviors that are valued by firms (Bateman &Organ, 1983). Implementation of the marketing concept in service firms is accomplished throughindividual service employees and their interactions with customers (Donavan et al., 2004), so flightattendants in airlines. It would be essential to consider a customer service employees' job satisfaction
from marketing and theories of organizational roles. According to the literature, PCV reduces job
satisfaction and in-role and extra-role performance (Robinson & Morrison,2000). The author proposes
the following direct effect hypotheses:
Hypothesis 1: Psychological contract violation (PCV) perceived by the customer service employee
negatively relates to job satisfaction.

2-3. Proposed Moderator: Emotional Labor Aspects
A customer service representative who loses his or her temper with a customer would be considered
unprofessional, as would a funeral director who is perky and bubbly with grieving clients (Bono & Vey,
2005). Organizational norms and rules profoundly influence employees' behavior as well as emotion inorganizations. Emotional labor means managing outward expressive displays desired by the organization(Beal et al., 2006). The organization communicates the organizational rules and norms to employees
through formal means, such as selection, training, evaluation, incentive systems, and informal means,such as social influence and pressures. Many organizations encourage employees to exhibit only a narrow
range of emotions while at work, such as expressing merely cheerfulness when interacting with customers
or suppressing their irritation with a problematic coworker in the name of professionalism (Bono & Vey,
2005).
In general terms, a moderator is a qualitative (e.g., gender, race, class) or quantitative (e.g., level ofreward) variable that affects the direction and strength of the relationship between an independent orpredictor variable and a dependent or criterion variable (Baron & Kenny, 1986; Holmbeck, 1997). A
moderator effect within a correlational framework may change the direction of the relation from negative
to positive (Baron & Kenny, 1986). A moderator effect is nothing more than an interaction whereby theeffect of one variable depends on the level of another (Frazier et al., 2004). In this research, the author
chose three aspects of emotional labor (affective delivery, surface acting, and deep acting) as moderators.
2-3-1. Proposed Moderator (1) Affective Delivery
Affective delivery in the organization refers to an employee's "act of expressing appropriate emotions
during service transaction" (Ashforth & Humphrey, 1993). Affective delivery or the extent to which
employees maintain these expressive display requirements while at work refer to frequently the outcomeof interest in jobs involving emotional labor (Grandey, 2000; Pugh, 2001). Employees in many service
occupations, such as flight attendants, nurses, and teachers, must convey positive emotions, such as
showing friendliness and warmth (Tsai & Huang, 2002) and their professional tasks.
The importance of affective delivery for success in many jobs has increased following the shift to aservice-oriented economy (Morris & Feldman, 1996; Bowen & Schneider, 1995). Past empiricalevidence has indicated that affective delivery is related to desirable outcomes within the organization(Bettencourt et al., 2001). For example, the employee affective delivery increases the length of timecustomers spend in stores, the positive mood, the rating of service quality, and the willingness to returnto the store, and recommend it to friends (Parasuraman, Zeithaml, & Berry, 1985; Pugh, 2001; Tsai &Huang, 2002). Given the apparent importance of affective delivery for the success of service
organizations and the employees, a detailed understanding of how employees successfully regulate theiremotions at work seems necessary (Beal et al., 2006). When a customer service employee naturally felt
an appropriate positive emotion during the interaction with customers, the employee's behavior would be
spontaneous. In this research, employee affective delivery is supposed to be a positive emotion rather
than a negative one. Affective delivery might function as a moderator and change the negative
relationship between PCV and job satisfaction to a positive one. Thus, the author proposes the following
hypothesis.
Hypothesis 2: The affective delivery practice of customer service employees' moderates
the negative relationship between psychological contract violation (PCV) and job satisfaction.
2-3-2. Proposed Moderator (2) Surface Acting
When customer service employees did not naturally feel an appropriate emotion during the interaction
with customers, their behavior would not be spontaneous. The employee experienced the discordance
between felt and required emotion would suppress or modify genuine emotions. Ekman and Frieson(2003) suggested that people control their facial expressions of emotion because of deeply ingrained
conventions (cultural display rules) or idiosyncrasies in upbringing (personal display rules), or thirdreason for facial control is a vocational requirement. For example, actors must be skilled in managing
their facial and behavioral expressions, so diplomates, salespersons, politicians, doctors, nurses, teachers,
and flight attendants. Not many companies explicitly show their display rules as a part of theorganizational culture or as part of their job description (Zapf, 2002). However, some examples were
derived from the U. S. (e.g., Delta Airlines: Hochschild, 1983; Disney: Van Maanen & Kunda, 1989;
McDonald's: Leidner, 1993) and some mission statements of companies incorporate display rules.
Surface acting. Surface acting means that employees try to manage the visible aspects of emotions
that appear on their "surface," and can be noticed by the interaction partner to bring them in line with theorganizational display rules while the inner feeling remains unchanged. Thus, surface acting consists ofmanaging only visual expressions (e.g., facial and attitude) to obey display rules. Employees might
pretend to feel the professionally required emotion and show it (e.g., smile). Consequently, employee
surface acting might function as a moderator and change the negative relationship between PCV and job
satisfaction to a positive one. Thus, the author proposes the following hypothesis:
Hypothesis 3: Customer service employees' surface acting practice moderates the negative relationshipbetween psychological contract violation (PCV) and job satisfaction.
2-3-3. Proposed Moderator (3) Deep Acting
Deep Acting. Deep acting means that the customer service employees try to manage their internal
thoughts and feelings to meet the mandated display rules when the employees encountered thediscordance between felt and required emotion during the interaction with customers. In other words,
deep acting corresponds with managing underlying feelings to feel the emotion needed for the display
rules (Grandey, 2000; Hochschild, 1983). Most researchers assume that deep acting is effortful. In action
theory terms, employees' deep acting partially conscious processes at the intellectual level of action
regulation. Suppose a flight attendant works on a primary object-related task (e.g., distribution of mealtray), the cognitive regulation processes necessary to regulate these object-oriented parts of the overalltasks. Therefore, it is possible to assume that employee deep acting is a relatively independent subtask,
which is done to prepare for a more difficult task or interaction. For example, a flight attendant trying tostop feeling anger at an annoying passenger can purposely take some deep breaths and relax her neckmuscles [deep acting with the body]. Then, she can tell herself not to let him get to her. She can also talkto her colleague, and the colleague will say the same thing to her. After a while, her anger goes away
[deep acting, self-promoting] (Hochschild, 1983, p. 55). In this sense, employee deep acting is in acommercial setting, unlike acting in a dramatic, private, or therapeutic context, make one's face and one's
feelings take on the properties of a resource.
Consequently, the employees might change their emotions to match their organization's display rules.
Employee deep acting might function as a moderator and change the negative relationship between PCV
and job satisfaction to a positive one. Thus, the author proposes the following hypothesis:
Hypothesis 4: Customer service employees' deep acting practice moderates the negative relationshipbetween psychological contract violation (PCV) and job satisfaction.

3. Methods
3-1. Participants and Procedures
Before this research, the author undertook a pilot survey in 2015. The pilot survey included fieldwork
observations, interviews, and a questionnaire survey using a prototype questionnaire. According to theparticipants' comments, the author modified the questionnaire and conducted the study using a
multilingual questionnaire through fieldwork in Europe (10 times) during 2015 and 2017. Approximately
a total of 500 questionnaires was randomly distributed to flight attendants working for a European airline,
which is a traditional full-service airline. The author emphasized the confidentiality of personal
information to the participants, observed their work, interviewed, and distributed the questionnaire. Someparticipants returned the survey on the workplace, and others mailed it to the author by using the prepaid

envelope. Finally, the author obtained 414 valuable answers (82.8% of return rate). This sample was 75%
female and had an overall mean age of 39, ranging from under 20 to over 60. This sample's average
tenure was approximately 16 years, ranging from 6 months to about 32 years.
3-2. Measures
The author used a five-point Likert response scale to measure the level of agreement, with one
corresponding to "strongly disagree" and five corresponds to "strongly agree." To measure frequency,
one corresponds to "never," and five corresponds to "always" for all the questions. The items wereselected from the relevant literature and slightly modified to meet the airline industry's customer service
employees. The scales were subjected to a principal factor analysis with varimax rotation, which
supported the factors underlying these scales' independence. The factor analyses provided evidence of
the unidimensionality based upon examination of the factor loadings and eigenvalue. The items on eachquestion were randomly ordered through the questionnaire.

Psychological Contract Violation (PCV)As described in Figure 1 and Figure 2, PCV is the predictor of this research's conceptual model andis measured by using two items described by Robinson and Rousseau (1994). This measure assessed
overall PCV and demonstrated an acceptable alpha in this research (α = 0.84). Sample items included,"How well your company has fulfilled the promised obligations that they owed you?" (reverse score) and"Has your company ever failed to meet the obligations that were promised to you?".
Job Satisfaction
As described in Figure 1 and Figure 2, job satisfaction is the outcome of this research's conceptualmodel. Job satisfaction is commonly viewed as multidimensional (Locke,1976). Job satisfaction may
reflect the job's direct experience (i.e., the intrinsic aspects) (Arvey et al., 1989). As the outcome of thisresearch, job satisfaction was measured by two items described by Robinson & Rousseau (1994). Thismeasure assessed overall job satisfaction and demonstrated an acceptable alpha in this study (α = 0.86).
Sample items included, "Working for the company is very satisfying to me" and "I am satisfied with myjob."

Emotional Labor Aspects
In this research, three emotional labor aspects (affective delivery, surface acting, and deep acting)were chosen to examine the moderating effects on the relationship between PCV and job satisfaction.
First, employee affective delivery was measured by using three items described by Grandey (2003).
This measure assessed general affective delivery practice in the workplace of flight attendants.
Consequently, the questions were modified slightly to adapt to the situation and demonstrated an
acceptable alpha in this study (α = 0.82). Sample items included, "You look sincere when dealing withpassenger," "When doing your job as a flight attendant, how often do you feel that the passengers seemto like interacting with you," and "When doing your job as a flight attendant, how often do you showfriendliness and warmth to most passengers?"
Second, surface acting was measured by using four items described by Brotheridge & Lee (2003). Thismeasure assessed the overall surface acting practice in the workplace of flight attendants. Consequently,
the questions were modified slightly to adapt to the situation and demonstrated an acceptable alpha inthis study (α = 0.89). Sample items included, "When doing your job as a flight attendant, how often do
you put on an act to deal with passengers appropriately," "How often do you fake a good mood wheninteracting with passengers," "How often do you put on a show or performance when interacting withpassengers," and "How often do you just pretend to have the emotions you need to display for your job?"Third, deep acting was measured by using three items described by Brotheridge & Lee (2003). Thismeasure assessed overall deep acting practice in the workplace of flight attendants. Consequently, thequestions were modified slightly to adapt to the situation and demonstrated an acceptable alpha in thisstudy (α = 0.91). Sample items included, "When doing your job as a flight attendant, how often do you
try to experience the emotions you must show to passengers," "To what extent do you agree or disagreewith the following statement: you work hard to feel the emotions that you need to show to passengers,"
and "How often do you make an effort to feel the emotions that you need to display towards passengers?"
Control Variable and Measures
The author followed the suggestions for the inclusion of control variables recommended by several
scholars (Atinc et al., 2012; Spector & Brannick, 2011; Aguinis & Vandenberg, 2014; Becker, 2005).
Variables were regarded as potential controls when there was reasonable based on the theoretical groundthat they could account for any of the proposed relationships (Atinc et al., 2012). The author considereddemographic variables (gender, tenure, and age), careerism orientation, task performance, emotional
exhaustion as control variables based on relevant literature and factor analysis.
Gender, Tenure, and Age.
In order to assess the role of demographic variables and airline
industrial-specific context, gender was included when emotions among flight attendants were assessed.
Hochschild (1983) suggested that women and men experience emotional work differently, and female
flight attendants practice more emotional work than men. Rafaeli (1989) found that female salesclerks
displayed more friendly and warm emotions, and male customers received higher levels of positive
emotional display than did female customers. Gender is coded (“female” = 1, “male” = 0). Tenure andage were also included because those factors can change customer service employees' attitudes, feeling,
and behavior.
Tenure and ages were also included, as experienced flight attendants would be emotionally matured
more than trainees. Tenure representing the experience in the organization was coded (“0 ~ 5 years” = 1,
“6 ~ 10 years” = 2, “11 ~ 15 years” = 3, “16 ~ 20 years” = 4, “21 ~ 25 years” = 5, “26 ~ 30 years” = 6,
“more than 30 years” = 7 ), and age influencing the attitude of customer service employees and was coded(“0 ~ 20 years” = 1, “6 ~ 10 years” = 2, “11 ~ 15 years” = 3, “16 ~ 20 years” = 4, “21 ~ 25 years” = 5,
“26 ~ 30 years” = 6, “more than 30 years” = 7).
Careerism. Careerism. Rousseau (1990) identified careerism as an essential factor in determining thedesired employment relationship. Career planning is the process through which individuals identify andimplement steps to attain career goals. Psychological contract violations may have a different impact on
employees whose career motives differ. More specifically, employees who place greater emphasis on theemployment relationship will be more negatively influenced by the violation than those who do not(Robinson & Rousseau, 1994). The careerism orientation was measured using five items described byRobinson & Rousseau (1994). This measure assessed overall careerism orientation and demonstrated an
acceptable alpha in this study (α = 0.91). Sample items included, "I took this job as a stepping stone to abetter job with another company," "I expect to work for a variety of different companies in my career,"and "I don't expect to change companies often during my career" (reverse score), "There are many career
opportunities I expect to explore after leaving my present employer," and "I am looking for an
organization to spend my entire career with" (reverse score).
Task Performance. Customer orientation is an individual-level construct central to a service
organization's ability to be profitable (Brown et al., 2002). The task performance of customer service
employees was measured using three items described by Williams & Anderson (1991) and Brown et al.
(2002). This measure assessed the overall task performance and demonstrated an acceptable alpha in thisstudy (α = 0.82). Sample items included, "You perform your tasks that are expected to you," "Whendoing your job, you adequately complete all assigned duties," and "To what extent do you agree ordisagree with the following statement: your overall performance compared to all other colleagues is muchworse/worse/I can't say either way/better/much better."Emotional Exhaustion. Expressions of organizationally mandated emotion that may contradict
genuinely felt emotions can result in emotional dissonance. Emotional exhaustion is a specific stressrelated reaction and is considered a key component of burnout (Brotheridge & Grandey, 2002; Maslach

et al., 1986). Emotional exhaustion was measured using four items described by Pines and Aronson(1988). This measure assessed overall emotional exhaustion and demonstrated an acceptable alpha in thisstudy (α = 0.93). Sample items included, "When doing your job, how often do you feel tired," "Whendoing your job, how often do you feel wiped out," "When doing your job, how often do you feel rundown," and "In general, how often do you feel exhausted at your job?"

4. Results
Descriptive Statistics
Table 1 presents the scale means, standard deviations, reliability (Cronbach's alpha), and correlations
for the study variables.
Lee Cronbach developed alpha in 1951 to measure the internal consistency of a test or scale; it isexpressed as a number between 0 and 1. Internal consistency describes the extent to which all the items
in a test measure the same concept or construct, and hence it is connected to the inter-relatedness of theitems within the test (Tavakol & Dennick, 2011). All the scales in this study demonstrated good internalconsistency reliability between α = 0.93 and α = 0.82, where an alpha of 0.70 is the minimum
considered acceptable (Nunnally & Bernstein, 1994). Inspection of Table 1 indicates that theamplification of pleasant emotions (e.g., job satisfaction and task performance) occurred more frequently
than the suppression of unpleasant emotions (e.g., emotional exhaustion and PCV).
PCV In terms of mean score, flight attendants showed medium to low levels of PCV. Their PCV
was significantly and negatively correlated with job satisfaction (r= -.22, p<.01) and careerism
orientation (r= -.11, p<.10). On the other hand, it was significantly and positively correlated withemotional exhaustion (r= .11, p<.10).
Job Satisfaction Flight attendants showed high levels of job satisfaction. Their job satisfaction was
significantly and positively correlated with tenure (r= .14, p<.01), age (r= .11, p<.05), and task
performance (r= .10, p<.05). On the other hand, it was significantly and negatively correlated withcareerism orientation (r= -.25, p<.01) and emotional exhaustion (r= -.21, p<.01).
Affective Delivery
Flight attendants showed extremely high levels of affective delivery. Theiraffective delivery was significantly and positively correlated with tenure (r= .14, p<.01), age (r= .22,
p<.01), task performance (r= .36, p<.01), and surface acting (r= .19, p<.01).
Surface Acting Flight attendants showed medium to high levels of surface acting. Their surface acting
was significantly and positively correlated with gender (female, r= .13, p<.05), careerism orientation (r=.08, p<.10), task performance (r= .26, p<.01), and affective delivery (r= .19, p<.01).
Deep Acting Flight attendants showed medium levels of deep acting. Deep acting had significant,weak, and negative correlations with task performance (r= -.04, p<.01), positive correlations withemotional exhaustion (r= .18, p<.01), affective delivery (r= .13, p<.01), and surface acting (r= .34,
p<.01).
Collinearity Diagnostics Table 2 presents the collinearity diagnostics for the independent variables
used in this study. Tolerance is a very slight extension of R²; the tolerance of an independent variable is theextent to which that independent variable cannot to be predicted by the other independent variables (Miles &Shevlin, 2001). Tolerance for a variable is calculated as 1 - R² and varies between zero and one. A tolerance
value of 0 for a variable means that it is completely predictable from the other independent variables and that
there is, therefore, perfect collinearity. If a variable has a tolerance value of 1, this means that the variable iscompletely uncorrelated with the other independent variables. The variance inflation factor (VIF) is closely
related to tolerance (Miles & Shevlin, 2001). When there are more than two independent variables, the VIF is
calculated using the following formula:1

VIF = toleranceHypothesis 1 proposed that customer service employees' psychological contract violation (PCV) is
negatively related to job satisfaction. As predicted by Hypothesis 1, Table 1 presents that PCV issignificantly and negatively related to job satisfaction (r = –.22, p < .001). The results of hierarchicalregression (Table 3) also present that PCV is negatively related to job satisfaction (β = -.17, p < 0.01,
step 1). The result thus supports Hypothesis 1.
Multiple Hierarchical Regression Analysis
In this research, the author used multiple hierarchical regression analyses to test the hypotheses. Table
3 presents the multiple hierarchical regression analyses and the standardized beta estimates for the full
regression model.
Hypotheses 2 proposed that customer service employees' affective delivery moderates the negative
relationship between PCV and job satisfaction. Table 3 presents that, when the interaction (1): PCV x
Affective Delivery is inserted into the regression equation, the interaction is significant [F (11, 402) =7.09, p < .001, ∆R² =.004]. The result thus supports Hypothesis 2. Moreover, while PCV was a significant
and negative predictor of job satisfaction (β = -.17, p < 0.01, step 1) as mentioned above, when theinteraction (1): PCV x Affective Delivery was inserted into the equation, significantly positive beta
appeared (β = .75, p<.10). The result shows this interaction (or moderator variable) changes therelationship between the predictor (PCV) and the outcome (job satisfaction) from negative to positive.
The result thus also supports Hypothesis 2.
Figure 3 shows the plotting graph of the interaction effect or moderating effect of PCV and affective
delivery on satisfaction. The result explains that, at high PCV levels, the employees with high affective
delivery moderate or repair the decreasing propensity of job satisfaction than the employees with low
affective delivery.
Conversely, Hypotheses 3 and 4 proposed that customer service employees' surface acting practicemoderates the negative relationship between psychological contract violation (PCV) and job satisfaction,and the deep acting practice of customer service employees moderates the negative relationship between
psychological contract violation (PCV) and job satisfaction. However, as shown in Table, the interactions
between PCV and surface acting and deep acting were not significant; therefore, Hypotheses 3 and 4
were not supported. Fail to support Hypotheses 3 & 4.

TABLE 1. Descriptive Statistics, Reliability, and Intercorrelations

TABLE 2. Collinearity Diagnostics for Independent Variables

TABLE 3. Multiple Hierarchical Regression Analyses for Testing the Effects on Job Satisfaction

Figure 3. Interaction Effect of PCV and Affective Delivery on Job Satisfaction

5. Discussion
Many airlines have recently reduced their costs in the airline industry and changed their employment
relationships (Okabe, 2017). There is an ongoing trend to employ as few people as possible to perform
as much work as possible, meaning customer service employees' expected role has changed within
this European airline (Bergman & Gillberg, 2015). The findings of this research indicate that, first, thelevel of perception of PCV of flight attendants working for a European airline was medium to low.
However, PCV decreases their level of job satisfaction. Another finding of this research is that"affective delivery," which is a natural, appropriate, and positive emotion of flight attendants,
moderates or repairs the decreasing tendency of their job satisfaction.
In the new globalized service-oriented economy, customer service employees' strategic
importance is evident as they are the resource of differentiation in the competitive industry. The
findings of this research suggest the managers take a broad view of effective customer service
employees' characteristics as their responsibilities. The need for a workforce provides the systematic
distribution service and appeals as advocator that the organizations can respond to changing industrial
environment. Expressing positive emotions, such as "affective delivery," involves positive
physiological arousal among customers and colleagues, moderates or repairs their feelings ofdissatisfaction or PCV, improves work motivation, and increases job satisfaction, self-estimation
contribute to the growth of an organization.
Finally, this research proposes a service success model in a service industry (Figure 4): The frontline
customer service employees with job satisfaction (1) would be happy and smiling employees andcontribute in some way to organizational success (Bono & Vey, 2005). Their emotions are authentic
and sincere, and their behavior would be positive and customer-oriented. Thus, they are supposed tobe the competitive advantage of the airline (2). Besides, the authentic and sincere emotional display
or affective delivery practice by flight attendants may be more vital drivers of service outcomes thanpolicies that require employees to smile at any cost but do not provide them with the tools (HenningThurau et al., 2006). Thus, create a strong service relationship with passengers during service
encounters (3). The satisfied passengers would communicate with each other and change theirexperiences through electronic word-of-mouth. The phenomena are supposed to be customer retention(4). As a result, passenger interaction and extensive information on services, products, and brands
would be multiplied. Thus, customer behaviors lead to the success of the airline.

Figure 4. A Conceptual Model of Success of
Airline

6. Managerial Implications
Job satisfaction is a vital factor for customer service employees. Researchers have proposed thatthose customer service employees who have higher degrees of organizational commitment express
higher job satisfaction levels (Edwards, 1991). In the context of serving customer needs, customeroriented employees (COE) fit the service setting better employees than those lower COE because they
are predisposed to enjoy serving customers (Donavan et al., 2004). Consequently, COE will have more
job satisfaction than less customer-oriented employees. Thus, COE with job satisfaction would havea higher organizational commitment. Moreover, recent passengers communicate with each other andchange their experience through social media (e.g., Henning-Thurau et al., 2010). Thus, customer
behaviors will lead the airline to profitable and contribute to its long-term growth.

7. Limitations and Suggestion for Future ResearchThis article suffers from common limitations of cross-sectional field research, and the use of purely
self-evaluated responses regarding variables such as PCV, job satisfaction emotional labor aspects
may be considered a limitation. Conversely, third parties' level of perception of PCV, job satisfaction,and employees' emotional labor aspects is difficult to observe, even if they are supervisors orcolleagues. Job attitudes of employees are highly personal and intimately involve their perception.
A suggestion for future research direction would be the research regarding the emotions practiced
by customer service employees in different companies or different areas globally. This research would
provide a variety of benefits for the organization, including job performance, more positive
supervisory evaluations, enhanced negotiating ability, and performing discretionary acts for the benefitof the organization. Therefore, cross-cultural research should show the different roles of emotions playwithin an organization.
In conclusion, this research provides valuable information to the service industry and researchers'organizations since employees' dissatisfaction reduces loyalty and productivity and increases
absenteeism. Understanding the employees' positive emotions and behaviors ameliorates negative
aspects in the workplace and reduces absenteeism and organizational costs.

Acknowledgements
JSPS KAKENHI Grant Number 19K13800 supported this research for Young Researchers, 20192022.

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