A research on the effectiveness of business motivation resources on the emotional labor

Today, the share of the service sector in the national economy is increasing. The presence of many organizations serving the same product increases competition. In addition to offering the same services for additional benefits, organizations also need to use their employees' social, cognitive and emotional capital in order to keep the organization on the market. The expression or regulation of employees' emotions in the sense of organization's expectation for a fee is conceptualized as emotional labor. Emotional labor occurs when employees who are in direct contact with the customer have their feelings regulated, stored, suppressed or displayed during service. Emotional labor has been the subject of many researches in terms of both the premises and the results. However, the dimension of motivation in emotional labor has recently begun to attract interest. Theoretical studies have been tried to clarify the motivations underlying the emotional labor with the display rules of the organization and the theory of self-determination. However, intrinsic motivation and extrinsic motivation researches are very limited when the emotional labor strategy of the employee is determined. Bank employees constitute the population of the research. In order to determine the effect of job motivations on emotional labor demonstrations, 339 data were collected by survey method in the banks located in TRB 1 Region (Elazığ, Malatya, Tunceli and Bingöl). Reliability analysis, frequency distributions, factor analysis and regression analysis were performed with SPSS 22 program. According to the results of the analysis, it is found that the bank employees are more motivated by their intrinsic motivation than the extrinsic motivations and they use the emotional labor strategies more to show their natural emotions. Job motivation has been found to have a meaningful impact on emotional labor strategies, but not a major influence.