Research Journal of Recent Sciences _________________________________________________ ISSN 2277-2502 Vol. 3(10), 1-11, October (2014) Res.J.Recent Sci. International Science Congress Association        
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Perceived Organisational Support and Emotional Labour: The Mediating Role of Emotional IntelligenceKiran A. and Khan M.A. Department of Management Sciences, Shaheed Zulfikar Ali Bhutto Institute of Science andTechnology, (SZABIST) Islamabad Campus, PAKISTANAvailable online at: 
www.isca.in
, 
www.isca.me
Received 2nd September 2013, revised 27th November 2013, accepted 23rd January 2014Abstract  Service organisationsare facing many challenges because of inadequate management of emotions of employees affecting individual and organisationperformance. The purpose of the study was to investigate the impact of perceived organisationalsupport (POS) on emotional labour(EL), and to discover whether or not emotional intelligence (EI) influences the association between POS and EL. Convenience sampling technique was used   for data collectionthrough questionnaire from 150 respondents of hospitals, hotels, academic institutions, and banks. Multiple regression analysis was applied to check hypotheses. The results revealed that POS and its three dimensions such as rewards, career development, and training have a significant effect on EI, whereas fourth dimension of POS, the supervisory support has insignificant effect on EI. Moreover, it was found that POS significantly affects EL, and EI partially mediates the relationship between POS and EL. The present research extended the conceptual work in EL by probing the effect of POS and emotional EI on EL. Furthermore, this research provided new insight into management of customer services within the academic institutions, hotels, hospitals, and banks by investigating effects of respondents’ POS and EI on EL. The study highlighted the need of organisationalinterventions to develop requisite competence among employees for desirable management of emotions for superior performance. Keywords: Perceived organisationalsupport, supervisory support, rewards, training, career development, emotional intelligence, emotional labour. Introduction The emerging complex business environment offer opportunities and challenges for organisationsto remain competitive. Resourced-basedview posits employees as strategic assets for sustainable competitive advantage1-4because of continuous value generation for firms. The changing paradigm has necessitated a proactive high performance work practices to nurture, develop, engage, and retain the talent6-9. Organisations are pursuing employee-focused strategies to attract, develop, and leveraging human resourcesto contribute positively toward stakeholders’ satisfaction and superior performance. In service industries, the roles of employees are most crucial in perpetual recreation of value for customers10-11. Of all the strategies, POS is most critical12-13. Organisational support theory highlights that organisationaltangible and intangible actions generate positive attitudinal and behaviouraloutcomes by the employees14-15. Social exchange theory manifests that employees’ value and respect the organisationalnorms, policies, and voluntary actions that support employees’ wellbeingand development16-19. The review of literature exhibits that organisationalsupport creates positive behaviouraloutcomes20-23. Strong evidence exist in literature that POS boosts quality of work life22,24-26,28-30EL is a major part of work life within an organisationthat is controlledor managed by organisation. Even though emotion is consideredas personal matter, EL is one of the key issues interconnected with emotion and has an influential objective. Years ago, feelings of an individual were not believed as essential aspect in study but recently researchers have become conscious about vital role of emotions because emotions are important for individual or organisationalperformance31. According to Martinez-Inigo et al.32, service organisationsexpect from their employees to display fake display of emotions that they do not possess in reality. As a result, EL is playing key role in prevailing environment.This point of view has revealed that emotions as an exchange relationship between service employees and customers are of central focus33-34. As for as EI is concerned, it has become crucial to identify how employees meet the considerable emotional challenges they face. EI develops ability in workforceto attain competitive edge35-37. Studies have been carriedout with regard to POS relationship with organisationalcommitment38-39; POS and perception of organisationalpolitics40; POS and organisation-based self-esteem41-39. However, few research studies have been conductedon its relationship with EL. Researchers argued that EI related interventions reduced the effects of EL on employees42-34. Besides, less existing research has probed the EI within the context of EL in hospitals, banks, education sector, and hotels43. 
Research Journal of Recent Sciences ______________________________________________________________ ISSN 2277-2502Vol. 3(10), 1-11, October (2014) Res. J. Recent Sci.   International Science Congress Association 
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Therefore, the relationships of POS and EI, EI, and   EL in these organisationsis a major contribution in the existing literature on POS. Researchers have also identified the need to explore “expression of genuine emotions44 as a third dimension of EL; opportunities for career development as an essential dimension of POS28; and role of EI in lessening the effects of EL42-34. Present study aims at filling this academic gap in the literature and focuses on the investigation of impact of POS on EL and to examine the mediating effect of EI on the relationship of POS and EL. Perceived Organisational Support (POS). POS is defined as perception of employees concerning how much organisation consider their efforts so that they can identify organisations’ willingness to give rewards on greater efforts and to fulfill socio emotional necessity15. According to Eisenberger et al.45POS is defined as “an experience-based attribution pertaining to the generous or malicious intent of the organisation’s norms, policies, actions and procedures as they influence the employees” (p. 42). Reciprocity theory has stated that in employee-employer relationship, a positive response from one party is returnedfrom other party46. Perryer et al.47suggested that employees benefit the organisationby providing responses in a positive manner only if the organisationhas also responded favorably toward them. Toincrease organisations’ performance, POS builds up employees’ beliefs of organisationalsupport that create obligation in employees to work harder for achieving organisationalgoals27. Social support theory stated that employees make a common insight regarding the degree to which firms cares about them, so that they can fulfill their needs and identify what are the advantages of exerting endeavor at workplace28-48  Muse and Stamper49 illustrated two forms of POS such as care about employees’ outcome, and care about wellbeingand respect. If organisationfocuses only on care about employee outcomes and performance, and neglect the other one it would have an effecton the thought of support offered by firm. The present study focuses on four dimensions such as supervisory support50, rewards51, career development28, and training52representing POS. Supervisory support isemployees’ feeling of care, support, and value from their supervisors in return of their effort50. Rewards are the representation of individuals’ desire to gain from work or organisation53. Career development being main HR policy dimension helps the organisationto motivate and retain employees and to achieve organisationalgoals54. Training develops new skills and abilities in employees, and they feel support from organisationand exert positive behaviourthat leads toward the improved performance of the organisation55. Thus, previous research on POS studied only three dimensions such as fairness, supervisory support, and rewards56-57; however, present study adds value in literature by focusing on two less studied dimensions ofcareer development and training58-59-60.Emotional Labour (EL): EL is definedby Hochschild61as management of emotions for pay. Moreover, EL is the practice of changing emotions or feelings to meet organisationalgoals62. Hwa63arguedthat organisationexpects from employees to display positive emotions or expressions even if they have conflict in mind or do not want to regulate their emotions.  According to Mastracci, Newman, and Guy64EL is relational work because it develops relationship between workers and clients. Allen et al.65stated that organisationsbelief that employees engage properly in the process of displaying emotions when some display rules like service with smile are restrictedwithin the organisation. These rules specify that emotions are neededto show to customers. Bono and Vey66presented concluding remarks about EL that it is very difficult to understand the concept of EL because they are involvedin performing work tasks. Payne67further argued that previous research described the EL as an important part of individual’ working life and organisationsexpect from their workers to build the ability to manage their emotions and thoughtsas an essential component of competitive gain. On the contrary, he claimed that emotional work is skilledwork that identifies the progressiverewards for low income service employees68.  Deep acting (DA) and surface acting (SA) are two different forms of EL that represent internal and external emotions of workforce while interacting with clients69. Beyond that Diefendorff et al.70have confirmed the existence of third dimension of EL, such as expression of genuine emotions that is   different from SA and DA. DA is the felt emotions that seek to align expected displays with the internal experience and behavioursby regulating the expressions71. By regulation of emotions or expressions and leaving internal feelings untouched, the divergence between emotional experience and exhibit rules like fake smile in response of rude behaviourof client is termedas SA32. Emotions that exactly like the displayed emotions expected by organisationare calledgenuine emotions72. Kim and Han73determined that management of emotions in service organisationscause negative consequences when it is associated with DA and SA.  This means that showing faking behaviourcan result in stress and job burnout. On the contrary, expression of genuine emotions results in positive outcomes of EL like happiness and satisfaction with job66-67. Previous research identified EI74-75 and affectivity76-79 as antecedents of EL. Moreover, consequences of EL are emotional exhaustion, well-being80-82, job satisfaction83-84, and service performance85-86. In addition, previous research is unpredictable about the direct control of organisationexercise over EL process and who will behave with customers in an appropriate manner87. Thus, the present research focuses on direct control of emotions by providing support to their worker so that they can regulate their expressions while performing the job. 
Research Journal of Recent Sciences ______________________________________________________________ ISSN 2277-2502Vol. 3(10), 1-11, October (2014) Res. J. Recent Sci.   International Science Congress Association 
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Emotional Intelligence (EI): Researchers defined EI as “theability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions”88. EI deals with many theories about rather than discussing only about EI area. There are three different models; the ability model, the mixed model, and trait model that have been developedafter the mystery of emotional EI concept89. EI is relatedwith emotions and awareness of making human interaction better.Wong and Law74 identified four dimensions of EI self-emotional appraisal; others’ emotional appraisal; regulation of emotion, anduse of emotion. Self emotional appraisal is individual’s potential to explore his or hersensations and try to convey these feelings90Others’ emotional appraisal is about persons’ capability to think and differentiate the others’ feelings74. Regulation of emotions is the individual capability to control his or her emotions in bad temper91-42. Use of emotions is the individual’s ability to use his or heremotions towardbeneficial tasks and personal performance42, 92, 93This is individual’s ability to use his or heremotions in better way to improve individual’s working performance74. Johnson and Spector96 investigated the relationship between EI and EL strategies. It was illustratedthat employees with high EI understand their and other customers’ emotions and arebetter able to deal with EL and show improved performance74-79,94. Conceptual Model: Hur et al.44 examined that POS influences EL and concluded that employees with high POS tend to feel a stronger obligation to put forth greater effort so that they can achieve the expectations of required feelings display. Therefore, POS is expectedto influence employee’s fulfillment of obligation in terms of EL.  Literature exhibit that dimensions of POS have positive influence on EL99-102, 44. Researchers found that POS moderated employee’s EI and affect career success, OCB, and overall behavioural outcomes103-112Karim and Weisz113 stated that EI was associated with EL strategies. Thus, previous studies illustrated that EL is affected by EI96-116, 117. Research Hypotheses. H1: POS has significant impact on EI. H1a: Supervisory support positively affects EI. H1b: Rewards have significant impact on EI. H1c: Career development significantly predicts EI. H1d: Training significantly affects EI. H2: POS predicts EL significantly. H3: EI significantly influences EL. H4: EI mediates the association between POS and EL. MethodologyIt is a cross sectional causal study. An adapted questionnaire consisting of two sections was used. The first section determined the participants' demographic characteristics, including gender, age, and marital status, job level, and experience. The second section consisted of total 74 items of POS, EI, and EL. A five-point likert scale ranging from strongly disagree (5) to strongly agree (1) was usedfor measurement, and the questions were closed endedquestions.  
Perceived organisational support 
Figure-1 Conceptual Model 
Supervisory support 
Integrated rewards 
Career development 
Training 
Emotional labour Deep acting Surface acting Expression of genuine emotions 
Emotional intelligence H1b+ H1a+ H1c+ H1d+ H2+ H1+ H4+ H3+ 
Research Journal of Recent Sciences ______________________________________________________________ ISSN 2277-2502Vol. 3(10), 1-11, October (2014) Res. J. Recent Sci.   International Science Congress Association 
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POS was measuredon the basis of its four dimensions. Supervisory support was assessedusing nine items adapted from Greenhaus et al.118. Rewards variable was measuredas intrinsic rewards (8 items) and extrinsic rewards (6 items) and was adapted from Clifford119. Career development was determinedby adapting five items from Bola Adekola120. Further, five items from Newman, Thanacoody andHui121 were adapted to measure training. EI was measuredusing 30 items scale and adapted from Cooper and Petrides122. EL was measuredon the basis of three dimensions. Five items of SA and three items of DA were adapted from Naring et al.123, andexpression of genuine emotions was measuredusing three items scale adapted from Diefendorff et al.70. Teachers of academic institutions, doctors, andnurses of hospitals, front-line employees of hotels, and front-line employees, credit clerks, and tellers of banks comprised the population of the study. Convenience sampling technique was usedfor the study. Total 270 questionnaires were distributedand 190 were returned  After checking these questionnaires, 150 were found properly filled and wereincludedin the study for analysis. Thus, the response rate was 56%. To establish the face validity of items, the questionnaire was pretested.Pilot testing had been performed,and instrument was found satisfactory. Besides, factor validity was checkedwith factor analysis through SPSS 17. For this reason, KMO, andBartlett’s test were used. The values (table 1) indicate that the data is suitable because the values of KMO are greater than 0.5 or close to 1. In Bartlett test the significance level was less than 0.5 that signify the suitability of data. Results and Discussion Demographic Analysis: The demographic aspects of respondents were basedon gender ( 64male and 36% female); age (19.3% up to 25 years, 38.7% up to 26-30 years, 25.3% up to 31-35 years, and 16.7% above 35 years); marital status included (58.7% married, 41.3% single); job level (14top management, 50% middle management, and 36% operational management); experience included (42.7%  with up to 2-5years ,30% up to 6-10years, 11.3% up to 11-15 years, 7.3% up to 16-20 years, and 8.7% above 20 years); sector included (20.7% from academic, 38.7% from hospital, 25.3% from hotel, 15.3% from bank). The results of descriptive statistics (Table 2) indicate the general agreement of the respondents with the variables of the study. Reliability analysis was applied tocheck internal consistency between variables. The results are shown in table 2. Table 2 showed significant correlation among the variables. Highest correlation exists between EI and rewards 0.637. On the other hand, no correlation exists between training and career development. Hypotheses Results: To test H1a, H1b, H1c, and H1d, four independent variables were regressedon EI; the results are shown in table-3. The value of R square was 0.639 indicating that independent variables explained 64% variance in EI. H1a hypothesis was rejectedbecause its beta coefficient has insignificant t-value (p � 0.05). This proved that supervisory support has insignificant impact on EI. However, the correlation between supervisory support and EI is 0.412 that   showed positive correlation between these variables. Besides, H1b, H1c, and H1d hypotheses were accepted because t-values of beta coefficients of rewards (4.713), career development (7.446), and training (5.902) represent highly significant values (p  0.05). Thus rewards, career development, and training have significant impact on EI. In order tocheck mediation effect, Barron andKenny’s124method was usedas shown in Table 4. First, POS was regressedon emotional labour. Second, POS was regressedon EI. Third, EI was regressedon EL. Finally, POS, andEI were regressedon EL. When all four steps were conducted, it was clear that the impact of POS on EI in 2nd step was greater than the influence of EI on EL in third step. Fourth step was significant indicating that t-value of POS with EL (3.182) is greater than t-value of EI with EL (2.273). Thus, EI mediation exists but partial mediation because direct effect is more significant than indirect effect, and beta value of direct effect (0.331) is greater than beta value of indirect effect (0.236). Table-1 Factor AnalysisFactorPercent variance
 
KMOBartlett
Significance 
level
 
Supervisory support 44.696 0.810 460.282 0.000 
Rewards 29.368 0.761 660.352 0.000 
Career development 62.324 0.841 294.660 0.000 
Training 59.926 0.794 288.615 0.000 
Emotional intelligence 31.717 0.874 1822.158
 
0.000 
Emotional labour
 
42.102 0.857 684.176 0.000 
The purpose of the study was to examine empirically the effect of POS on EL, and influence of EI on the relationship between POS and EL. The data was collectedfrom four service organisationsand multiple regression analysis was usedto test the model. The results of present study highlighted that POS support EI. Thus, H1 is accepted, and theresults are consistent with the previous research that illustrated support from organisationhelps in enhancing EI of employees103-125. On the other hand, supervisory support has insignificant impact on EI. H1a is not accepted. This is in contrast to the earlier research on this relationship126-127-105-128. 
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Table-2Average, deviation, reliability, and variable correlationVariable
 
Mean
 
Deviation
 
1
 
2
 
3
 
4
 
5
 
6
 
1.SS 2.34 0.620 (0.842)      
2.Rwd 2.31 0.516 .482**(0.856)     
3.CD 1.93 0.645 .257** .300**(0.846)    
4.T 2.46 0.775 .331** .536**.149 (0.831)   
5.EI 2.30 0.520 .412** .637** .550** .590**(0.914)  
6.EL 2.49 0.632 .372** .439** .237** .383** .482**(0.807) 
** Correlation is significant at p 0.01 level (two-tailed), Numbers in brackets exhibit Cronbach’s Alpha, SS: Supervisory Support, Rwd: Reward, CD: Career Development, T: Training, EI: Emotional Intelligence, EL: Emotional Labour. Table-3Result of hypotheses testHypothesesStandard Significance Level
 
Test result
Supervisory support Emotional intelligence 0.047 0.422 Not Accepted 
Rewards Emotional intelligence 0.308 0.000** Accepted 
Career development Emotional intelligence 0.393 0.000** Accepted 
Training Emotional intelligence 0.351 0.000** Accepted 
N = 150, R = .799,   R square = .639, adjusted R square = .629; F = (4, 64.063) (p  0.01); **Significance, p  . Table-4Result of hypotheses test for mediationSteps
 
Hypotheses
 
F statStandard Significance Level
 
Test result
Perceived organisationalsupport
Emotional 
labour0.256 51.01 0.506 0.000** Accepted 
Perceived organisational support
Emotional 
intelligence 0.549 179.89 0.741 0.000** Accepted 
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Emotional intelligence Emotional labour 0.482 44.72 0.482 0.000** Accepted 
Perceived organisational support Emotional intelligence  Emotional labour0.282 28.80 0.331 0.236 0.000** Accepted 
**Significance, p  .01 The high EI only contributes to employees’ self-success and does not guarantee benefits to others, such as supervisors or organisation129. It was argued that in organisationssupervisors do not have requisite expertise in promoting EI among employees130. Moreover, the collectivistic culture exists in Pakistan and according to Hofstede131; collectivistic cultures stress interdependent activities and suppressing individual success and aims for the group’s welfare. The role of individual in developing EI is important that calls for self evaluation for personal development132-133. Employees lacking in this ability deprive them of this essential competence and experience EL during performance of work134-136. On the contrary, Westbrook andSimic137 argued that an employee with high EI in an industry may better deal with various emotions in response to support from supervisors. Thus, hypotheses H1b, H1c, and H1d are accepted because rewards, career development, and training were found to predict the emotional intelligence. Organisations can enhance the EI level of employees through appropriate intervention strategies based on reward, training, career development and quality of work life138-146. Managerial Implications: The results indicate that organisationsneed to lessen the effects of EL by promoting POS and EI among employees. Managers should focus on providing supervisory support, rewards on performance, opportunities for career development, and facilitate employees with training to improve employees EI level. As findings of the study indicated that supervisory support has no effect on EI, so managers should focus on supervisors support. This calls for a multipronged strategy for developing requisite expertise among supervisors’ to manage their EI. This should also be a part of supervisors’ performance appraisal about how they manifest EI and its applications in dealing with employees. Supervisors, as leaders, are role models and their competence and behaviouralmanifestation is critical to influence employees in managing their emotions. Hence, employees’ support programmesenable 
Research Journal of Recent Sciences ______________________________________________________________ ISSN 2277-2502Vol. 3(10), 1-11, October (2014) Res. J. Recent Sci.   International Science Congress Association 
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teachers, doctors, nurses, and frontline employees to offer mutual support provoke themto be engagedin EI and EL. As, Pooya et al.148 described EI as perceptual feeling that creates emotion. Besides, organisationshould probe within-individual dynamics by allowing them to be themselvesthat develop in themthe feeling of personal well-being, and enable them to regulate their emotions149. Academic Implications: This was the first study to investigate the mediating role of EI between POS and EL relationship. This study added value through empirical findings that POS develops the ability in employees to understand their emotions and manage their emotional behaviour. Hence, the findings of the study related to mediation relationship made a significant contribution to the existing literature. This opened new insight to the effective application of EI to reduce the effect of EL with regard to the frontline employees. This study gives new insights about effects of POS and its dimensions on EI, and EL with its three dimensions. Hence, this study made major contribution in existing literature because POS with its four dimensions was not studied in EI and EL perspective. Moreover, this research focuses on service management of employees within academic, hotel, hospital, and banking industry by examining teachers, doctors, andnurses, and frontline employees’ EI and EL within the context of POS. Therefore, the present study offered new openings for academic institutions and researchers to replicate the conceptual model of this study in different context for the purposes of generalization. Limitations and Future Research: The present research possesses some limitations. First limitation was time constraint and lack of resources. The second limitation was the lukewarm response of respondents. Last limitation of the study was perceptual biasness due to convenience sampling. Togeneralize the results of study, future research should focus on organisationsin different services in which employees are most likely subjected to EL. EL is testedas a composite variable by taking three dimensions. Future research can check POS or its different dimensions’ effects on DA, SA, and expression of genuine emotions separately. The findings of the study indicated partial mediation of EI. Thus, there is need to replicate this research in future in other service organisationto generalize these results. This study can be replicatedto check the effects of demographics on these variables. Furthermore, this is cross sectional study and longitudinal study can be donein future. Besides, findings of this study does not support the established hypothesis of causality between supervisory support and EI that need to be further exploredthrough qualitative studies  as well as   quantitative studies in other organisationalsettings. Conclusion This study empirically tested that POS and its dimensions significantly affect EI except supervisory support that has insignificant affect. Further, this study concluded partial mediation of EI between POS and emotional labourrelationship. Moreover, this research supports the hypothesis that employee’s perception of being valuedby organisationdevelops in themthe ability to display favorable emotions while interacting with stakeholders. The research highlights the significance of managerial interventions to provide favorable support to their employees todevelop requisite expertise of effective management of emotions during employees’-stakeholders’ interface and achieve superior performance enabling organisationsto achieve sustainable competitiveness. 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