ABSTRACT
Over the past few decades, there has been an increase in service-based jobs within the global economy. In the United States alone, this trend is expected to continue, with projections that the service sector will account for 96% of all new job growth through 2018 (Toosi, 2012), and in the United Kingdom the service sector employs 10% of all employees, with expectations that this percentage will rise (Johnson, Holdsworth, Hoel, & Zapf, 2013; McNair & Flynn, 2006). As a result of these changes, the importance of interpersonal effectiveness on the job is likely to grow. Key contributors to interpersonal effectiveness in service jobs are the ways emotions are experienced, regulated, and expressed by employees (Ashforth & Humphrey, 1993; Rafaeli & Sutton, 1987). Research on these topics is often investigated under the heading of emotional labor, or the management of emotions as part of the work role (Grandey, Diefendorff, & Rupp, 2013; Hochschild, 1983).
