Table of ContentsIntroduction......................................................................................................................................3

Servicer Industry..........................................................................................................................3

Service Industry and Display Rules.............................................................................................4

What is Emotional Labour?.........................................................................................................4

Emotional Labour........................................................................................................................5

What are Display rules?...............................................................................................................5

Problems with Emotional Labour................................................................................................6

Members Point of View...................................................................................................................7

Member 1 View:..........................................................................................................................7

Member 2 View:..........................................................................................................................8

Member 3 View:..........................................................................................................................8

Member 4 View:..........................................................................................................................9

Consensus Building.........................................................................................................................9

Issue.............................................................................................................................................9

Method.........................................................................................................................................9

The Decision................................................................................................................................9

Research Methodology..............................................................................................................10

The Survey Method................................................................................................................10

Analysis.........................................................................................................................................13

Tools:.........................................................................................................................................13

Sampling:...................................................................................................................................13

Statistical Analysis:....................................................................................................................13

Limitations:................................................................................................................................13

Discussion......................................................................................................................................13

Statistical Data of the Research.....................................................................................................15

Conclusion.....................................................................................................................................17

Consumer Sample Survey..............................................................................................................18

Bibliography..................................................................................................................................19

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STRUCTURED ABSTRACT

Purpose:

Emotional display rules are influenced by relational, occupational and cultural expectations. The issue in this report analyzes, is whether or not Organizational Display Rules should be considered in customer service management or hospitality management? We analyze results from existing research. In addition we analyze OB related issues in practical work place environment, and conclude and recommended use for our findings.

Findings:

As mentioned and discussed earlier negative emotions can be directed towards colleagues, it can also be slightly leaked towards supervisors but it should almost never be directed towards or shown to customers. From the data that we have gathered from journal articles and the survey we have conducted it is fairly safe to assume that display rules significantly affect the purchasing behavior of customers and as in the long term organizations heavily rely on their loyal customers that is why customer representative should observe display rules provided to them by the organization. Unless the CSR’s or the sales personnel are polite and eager to help the customers, they would gladly choose to take their business elsewhere.

Method:

For this report existing research has been used, we extracted and quoted relevant information to support our consensus. We used the survey method, a survey is an evaluation targeted to achieve a specific aim. The evaluations can be done by many means e.g. interviews, questionnaires etc. for our research we have used a questionnaires having ten fixed ended questions, which were aimed to fulfill the topics demand.

We calculated the results by using different mean and statistical methods. However it is important to note that our findings have certain limitations because of time and resource constraints. I.e. our sample population was not large enough to encompass the entire nation and many organizations.

The issue in this report analyzes, is whether or not Organizational Display Rules should be considered in customer service management or hospitality management? The following essay will give an introduction to the topic, importance of hospitality in the service industry, discuss and analyze display rules and emotional labour. Following the aforementioned an individual group consensus has been stated. The decision will be supported by research and findings and finally we have concluded how these findings can be useful for OB practitioners.

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Introduction

In the past, emotions were ignored in the study of organizational behavior (Arvey, Renz & Watson, 1998; Putnam & Mumby, 1993). The workplace was viewed as a rational environment, where emotions would get in the way of sound judgment. Thus, emotions were not even considered as an explanation for workplace phenomenon. This view is being dismantled as more researchers are finding how workplace emotions help to explain important individual and organizational outcomes (for a review, see Arvey et al., and 1998).

More specifically, researchers are beginning to explore how emotions are managed by employees to improve work outcomes. One example is an employee changing how he/she feels, or what feelings he/she shows, in order to interact with customers or clients in an effective way. Managing emotions for a wage has been termed emotional labour (Hochschild, The managedheart: Commercialization of human feeling., 1983).

Servicer Industry

Service is a performance of labour for the benefit of another (KTEC, 2005) and successful service depends on emotional labour. Service encounters between the service providers and customers demand that the service provider meets the needs of the customers in order to satisfy their needs and make them happy with the transaction. This has required service providers to perform at their best level as their performances are evaluated by the customers and would determine whether or not they were happy with the service delivered. Indeed, the performance of the service provider or employees will be a key factor in customer evaluation and comparison with expectations in deciding whether or not they are satisfied with the service.

Accordingly, it is vital that the service provider ensure that whatever is delivered can delight and make the customers happy. However, that would not be an easy task for every service provider. They many issues that may limit them from performing as required and the best they can. They may not be able to perform well if the power that is given to them is restricted, or if they are not allowed to make simple decisions or if they only have restricted flexibility in their jobs. On the other hand, the levels of their service may also be affected if they are not in a positive mood to do their job. These conditions may have some impact on the value quality that they deliver which may well have some influences on the customer’s evaluation and possible dissatisfaction.

Previous researches have provided evidence and proposed that empowerment of employees may benefit their performance in various ways: such as motivating the employees, enhancing job satisfaction, increasing organizational commitment and being more responsive to customers’ needs. In addition employees who are in a positive state of mind may contribution a positive impact to the service outcome.

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Service Industry and Display Rules

Customer: “In America, all the cashiers smile”

Cashier: “So go to America. What do you want form me?”

An assumption in service research is that both management and customers expect front-liner staff to be friendly, caring and perhaps even enthusiastic (Hochschild, The managed heart:Commercialization of human feeling., 1983). These expectations are communicated via formal internal policies (e.g., selection, monitoring, and training) in addition to informal social rewards and punishments, and guide what are appropriate emotional displays (Hochschild 1983: Rafaeli and Sutton, 1987). Such display rules for emotional expressions help guide employee behavior and interpersonal performance (Diefendroff and Gosserand, 2003), since there will inevitably be situations when employees do not feel such positive emotions (Lovelock ad Wirtz, 2007) such emotional labour (Hochschild, 1983).

However, till date there is mixed evidence on whether display rule perceptions are associated with job performance and job strain in the ways proposed (Brotheridge and Grandey, 2002 Côté and Morgan, 2002; Diefendorff and Richard, 2003; Diefendorff, et al., 2006; Grandey, 2003) we argue that more attention is needed to how workplace display rules vary by emotion, target and cultural context. First, display rules research often asks about ‘positive’ is ‘negative’ emotions, but this obscures variability within each category.

We focus on display rules for two emotions important for the work environment – anger and happiness – because they motivate anti- and pro-social action tendencies, respectively (Fitness, 2000; Geddes and Callister, 2007; Sloan, 2004). According to (Rafaeli 1989 Hochschild 1983), the customer target involves stronger display rules than would a general norm for “niceness” within the organization, but this is rarely tested.

All of this could have a direct influence on their performance which can be directly linked to the levels of service quality in service delivery to customers. Our focus here is primarily to analyze displayed emotions by employees and their antecedents and consequences. The most important consequence of displayed emotions in organizations is the emotional labour experienced by the employees in the service industry.

What is Emotional Labour?

Emotional labour is the control of a person’s behavior to display the appropriate emotions (Chu, 2002). This means that a person evokes or suppresses certain emotions to conform to social norms. Another definition states ‘Emotional labour refers to the regulation of one's feelings and emotional displays for a wage’ (Hochschild, The managed heart: Commercialization of humanfeeling., 1983).The following text will examine emotional labour in service industries.

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Emotional Labour

Arlie Hochschild first coined the term ‘Emotional Labour’ in her book published in 1983 titled “The Managed Heart”. Hochschild pointed out that people control their emotions in personal and work life (Hochschild, The managed heart: Commercialization of human feeling., 1983). Whenever a person alters their outward behavior (emotions, verbal ques body language) to conform to an ideal, something that every human does, it is emotional labour. Therefore it is necessary to look more deeply into the subject.

Hochschild describes two types of acting: surface acting and deep acting. Surface acting is expressing some emotion without feeling that emotion (Hochschild, The managed heart:Commercialization of human feeling., 1983). This is the most important type of acting concerned in the workplace because it has some very serious consequences. Generally surface acting involves the masking of negative emotions such as frustration, anger, annoyance, depression etc. with contrary emotions such as happiness, joy etc.

Deep acting refers to two different emotional actions. The first method is to show actual felt emotions, the other is to recreate or act bases on some previous felt emotion. Also known as method acting, for the due remainder of this report whenever deep acting is mentioned it will mean method acting.

What are Display rules?

In order to understand the true concept of emotional labour it is crucial to identify the correct response to a situation. Hoschschild defined a set “Feeling Rules” or “Display Rules” (Ashforth,1993) by which people identify what correct behavior is (Hochschild, The managed heart:Commercialization of human feeling., 1983). They can be a part of training or could just simply be manners.

As mentioned earlier in the report most organizations have a set of policies, most of which likely cover conduct with customers. This is a form of written guidelines by which employees can judge the correct response. To give you an example McDonalds, who encourages sincerity, enthusiasm and confidence and a sense of humor in their service personnel (Manns.S), but most feeling rules are unwritten mostly norms or manners.

Feeling rules are also connected to culture of the region but due to time and resource limitations we will not discuss these. Emotional labour is most evident when a service transaction is going wrong, when the customers are unhappy for multiple reasons. In most of the time the employee will remain calm, composed and polite to the customer while the customer will irritate and even sometimes verbally abuse the employee and or the organization. This behavior show by the employee is a form of self control, suppressing negative emotions and evoking more positive emotions. Display rules are the main reason that why employee knows to be polite.

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The employee has a set of display rules by which he/she may operate, whilst the customer have an expectation of good service. These are defined by ten dimensions including trustworthiness, courtesy, approachability and understanding (Ashforth, 1993). These dimensions would change depending on the expectations of the customer. Hence it is very much possible and is true in some cases when customers have unreal expectations of good/services and they cannot be satisfied.

Some service industries are subject to higher expectations than other such as medical professionals, call center operators and airline attendants. These industries spend a lot of time with people. This interactions includes an expectation by the customer/client/guest etc. (from now on referred to as customers) for good service. For example, goods service form a doctor would include a caring attitude politeness, friendliness, happiness etc. this is also known as “Bedside manners” and are increasingly becoming important for doctors (Emotional Labour:The Human Resource Issue). Feeling rules must also be changed on the basis of age.

Emotional labour occurs when a person suppresses or evokes emotions to conform to display rules. Display rules are scripts by which people try to correct emotional response to a situation. When the system breaks down, however, there are harmful consequences for the individual.

Problems with Emotional Labour

A professional act as they must, not as they feel.

(Academy of management journal)

Inter action with customers is an integral part of the service industry. Their job requires customers to be nice and courteous to customers regardless how the customer is treating the employee. Such treatment of employees will lead to emotional dissonance and will create stress in employees (Manns.S). “This stress could cause hypertension, heart disease, even exacerbate cancer. (Manns.S). This is because people to a large extent tend to surface act (Persaud, 2010)”. Surface acting can cause sufferers to experience detachment from their own emotions, and may suffer burnout as a result.

Raj Persaud, from Maudsley Hospital, London describes how doctors can lose their ability to care, which is an integral part of their job, when suffering from emotional burnout. (Persaud,2010). He also said that the quality of work depreciates and creates dissatisfaction; also burnout can create doubt about the work the individual completed (Persaud, 2010). Leading to a higher likelihood the sufferer will leave their job; the behavior of an airline attendant can greatly affect the comfort of a person’s flight. (Emotional Labour: The Human Resource Issue)

This theory can be applied to any industry Hochschild applied the airline attendant as her example. Despite the fact that the airline attendant performs less than 10% of the total service

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taking the customers luggage to your destination, the attendant is the ‘person on the ground’, the person that the customers see the most (Hochschild, The managed heart: Commercialization ofhuman feeling., 1983). This makes emotional labour integral part of the job

Emotional labour can also be a source for job satisfaction; it all depends on whether the employee experiencing surface acting or deep acting, the high level of emotional labour can be very rewarding (Persaud, 2010). If the person is only surface acting, the strain of masking emotions can cause serious stress.

Surface acting is especially dangerous with care professions, such as doctors, nurses and airline attendants. As previously discussed, the concept of care is driven by emotional labour. So when care is lost due to emotional stress/burnout, the key expectation of the job is gone and the customer expectations cannot be satisfied.

It is possible to lose a job due to poor emotional labour, or letting the wrong emotion leak out.(Ashforth, 1993). Emotional labour is becoming increasingly important in organizations and these set guidelines for emotional display are a crucial element of customer service. But since more and more people practice surface acting they become more prone to the consequences of emotional labour i.e. it becomes harder for them to retain control of their emotions and stress builds up. . For example assume you’re a customer services representative, the 50th person asking the same question must be answered as thoroughly as you served the first person. Otherwise you are not doing your job of providing customer service because the 50th person has no idea that you have answered the same question 50 times. They just need an answer.

Another dilemma with emotional labour is its strong connection with stress. (Persaud, 2010). It has been found that faking emotions through surface acting can lead to high levels of stress.(Persaud, 2010). Stress is becoming more and more prominent in the work place; in the developed world some organizations even give ‘stress leaves’ apart from the conventional ‘sick leave’. When a person continues to surface act they build up stress as a result. (Persaud, 2010). This stress can hinder their performance of emotional control, and decrease job performance.(Emotional Labour: The Human Resource Issue). This may in turn cause the individual to feel dishearten and dissatisfied with their work, which as previously discussed can lead to quitting.(Persaud, 2010)

Members Point of View

Member 1 View:

In my opinion organizational display rules are crucial for effective service management and sales. An assumption in service research is that both management and customers expect front-liner staff to be friendly, caring and perhaps even enthusiastic (Hochschild, The managed

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heart: Commercialization of human feeling., 1983). Service is a performance of labour for the benefit of another (KTEC, 2005) and successful service depends on emotional labour.

When a customer pays for a service he/she has certain expectations form the employee and the organization. One such example can be looked at in the hotel industry; a customer who pays $100 per night in a 5 star hotel expects the management to be friendly, cooperative and overall nice in behavior. In addition the housekeeping, waiters, bellhops etc all are part of the hospitality industry and customers expect to be treated accordingly.

Member 2 View:

Organizational display rules have to be maintained in order to survive in the longer run. But as a consequence the dilemmas of emotional labour start evoking. Organizations will have maintained display rules, which have been established in my first statement, but they will have to come up with new ways to reduce emotional dissonance and labour.

From a practical standpoint, research indicates that employees who fee that they are treated fairly are not only more committed and satisfied, but are also better performers and citizens as compared to those who perceive less justice in the workplace (Cohen-Charash, 2001) (Colquitt,2001) (Viswesvaran, 2002). Such issues must be addressed in order for effective display management.

Member 3 View:

As far as my point of view is concerned I think emotional display in organizations is very important and is directly proportional to the profits and benefits of an organization. Whenever you go for shopping you expect that the sales person dealing with you will sort out with the problems you face while buying a good or service. Let us consider an example of two like firms operating in the market. Suppose you go to Makro Pakistan for purchase of grocery and you find some problem while understanding some products and when you ask for help from the sales person present there, the attitude and the emotions he displays while helping you will directly affect the sales.

If the sale representative shows you a rude attitude or even talk to you normally and don’t sound like helping, there is a high probability you won’t be visiting Makro again. Whereas if u go to Metro Pakistan and find the sales representative extremely corporative with a smile of their face, you will feel good and might become loyal to them and go there again and again to buy things.

Research has shown that companies which provide good customer services have higher profits. Nowadays an integral part of customer service training is to set forth display rules to teach employees to interact with customers in a professional friendly and a helpful manner. Displaying good emotions with your customers is an essential part in today’s organization success.

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Member 4 View:

Emotional Labour is inevitable, you cannot force people to smile or nice, polite etc. this is an unrealistic expectation by the customers and cannot be satisfied. Research has shown that prolonged exposure to emotional dissonance can lead to stress, heart diseases and in some cases even cancer (Persaud, 2010). Apart from physical strain and vulnerability to disease, lack of control on emotions can lead to poor work performance and detachment form work irrespective of the task Identity of that job. (Persaud, 2010).

Therefore it is better to have display rules that minimize emotional labour e.g. feeling rules that state a neutral/pleasant expression that will be required by all employees to display, and a polite tone and calm and rational behavior. Expecting employees to go beyond the rational service norms is asking for trouble.

Consensus Building

Issue

We were to chose in favor or against the topic i.e. Organizational Display Rules, and reach a consensus. Following our consensus we were to justify our decision by supporting research and own findings. This has been done in the following section.

Method

After submitting the written argument/point of views each group member read the views of remaining group members. An informal debate was held and points were noted, these points were then considered and a consensus was reached. These points/arguments have been stated in individual POV and will not be mentioned again.

The Decision

After analysis the point of views it was evident that 3 of 4 members were in favor of display rules. Each group member was familiar with the discussion done in the introduction section as well as the research journals which were referred and cited. The fourth member Talal Hassan who was against the conventional display rules, he was convinced based on verbal arguments to some extent, to reach a proper consensus it was decided among us that emotional service/hospitality is a necessary part of service industry and that emotional labour cannot be avoided.

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Research Methodology

The Survey Method

This survey is aimed to help indentify perspective elements of organizational display problems. We would first need to explain the survey method in order to make our analysis more effective and understandable for the user.

Definition

A survey is an evaluation targeted to achieve a specific aim.

Introduction

The most common tool for researchers is the need for data for which they conduct a survey. A survey is a tool mostly used by social psychologists in which cognitive questions are asked, aimed to extract certain information from the respondent. Only questions of interest to the researcher are asked, recorded and analyzed. Time and money is not spent on broad questions. Surveys were introduced in the 1940’s and are used for collecting information from very large number of people in very less time.

Surveys are a basic tool to get opinion from people about something, Industrial psychology has wide applications of surveys for example consumer choices, preferences etc. these surveys usually contain questionnaire with fixed or open ended questions which indicate the respondents characteristics or opinion. Following are some advantages and disadvantages of the survey method.

Advantages

• It is an efficient way of collecting information from a large number of people.

• This method is mostly used in social psychology.

• Very large samples are possible.

• Statistical techniques can be used to determine validity, reliability, and statistical significance.

• Surveys are flexible in the sense that a wide range of information can be collected.

• They can be used to study attitudes, values, beliefs, and past behaviors.

• Because they are standardized, they are relatively free from several types of errors.

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• They are relatively easy to administer.

Disadvantages

• Surveys depend on subject’s motivation, honesty, memory, and ability to respond.

• Subjects may not be aware of their reasons for any given action.

• They may have forgotten their reasons.

• They may not be motivated to give accurate answers; in fact, they may be motivated to give answers that present themselves in a favorable light.

• Surveys are just a snapshot of behavior at one place and time.

Steps involved in conducting a survey

1. Understanding the problem

2. Design the instrument

3. Sampling

4. Interview

5. Analysis of the result

1. Understanding the problem

The research topic should be very clear and the problems involved in it should be pre determined. The problem should be very clear and well planned. The research topic should be a general one because samples for it can easily be collected. You must have some prior knowledge about the problem and further research from references must be done.

2. Design the instrument

After having decided to conduct a survey research one should search the literature for measures of your research area of interest. This is the theory part in designing an instrument one should be very clear about their goal. The next step is to create the tool which is most cases is a questionnaire and or interviews. The questions should be prepared in such a way that only useful information can be collected. The questions must be clear and easily understandable for the respondent. The questions should be very clear on what is being asked.

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Survey questionnaires include two types of questions

• Open Ended

• Fixed Ended

Open Ended: these type of questions let the respondent express their own views in words. They are relatively harder to analyze

Fixed Ended: these are the questions which are more frequently used and usually give the respondent options either YES or NO or provide a simple statement.

Sampling the population

3. Random sampling:

Is the form sampling each member of the population is selected randomly, this method is difficult when large populations are selected.

4. Convenience sampling:

This method is used for approximate truth among the sample population. In other words just an estimate. It is very less time and money consuming.

5. Quota sampling:

This type of sampling focuses on a particular group/area of respondents. This are limited type of survey sampling in only which limited number of people are involved.

6. Interview:

This method is used by psychologist/analyst the respondent can be contacted through telephone or face to face questions may be asked. In this method the researcher’s argumentative and communications skills should be good also he/she should have total command over their field of study.

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Analysis

Tools:

1. A questionnaire has been used for our small scale research.2. There were ten fixed ended questions to fulfill the topics demands.

Sampling:

Sample populations of 50 individual was chosen which included 15 professionals (Executives, Government Officials, Businessmen) from various companies, 15 housewives from different localities and 20 university students, both male and female in equal proportion and the respondents were asked to fill out a specifically prepared questionnaire consisting of 10 close ended-questions pertaining to the research topic

Statistical Analysis:

We have used fixed ended questions. We tabulated the results and calculated percentages on both sides of the argument that are to be done using the Mean-method and other statistical methods.

Limitations:

The survey we conducted may have a limitation to it as our sample does not include a large population and the topic that we are dealing with involves the entire nation. Hence we have assumed that the opinions of our sample reflect the opinions or reflections of the entire nation. This has the tendency to be misleading; hence, this limitation should be taken into account before taking the survey into consideration

Discussion

The above mentioned issue is directly related OB problems, as mentioned previously these display rules have taken the form of expectations in the customers mind from the organizations. We have many living examples of organizations which have policies that influence employees to observe display rules in almost all aspects of their work. One such example can be taken from the telecom sector e.g. Ufone, Warid Telecom, Mobilink and Telenor The Customer Sales Representatives are trained to provide memorable experience to their customer and they are also expected by not only the customer but also by their employers to show polite and understanding behavior regardless of how the customer is behaving with CSR. They employ the “The customer is Always right” motto. This is mainly due to the volatile nature of telecom customers who would without much deliberation change to a different service provider, if they are not given their due protocol when talking to the CSR’s.

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To find out if this phenomena was generally applicable to the organizations we proposed to take a survey of customers regarding the dealings of the CSR’s/Salesmen when they went to buy a product.

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Statistical Data of the Research

Question Yes Percentage No Percentage

1 27/50*100 54% 23/50*100 46%

2 40/50*100 80% 10/50*100 20%

3 19/50*100 38% 31/50*100 62%

4 39/50*100 78% 11/50*100 22%

5 35/50*100 70% 15/50*100 30%

6 12/50 *100 24% 38/50*100 76%

7 18/50*100 36% 32/50*100 64%

8 37/50*100 74% 13/50*100 26%

9 20/50*100 40% 30/50*100 60%

10 38/50*100 76% 12/50*100 24%

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54%

46%

Do you prefer salesmen to be smiling?

Yes

No

In our survey we asked the respondents if they wanted the salesman to be smiling when they approach him and talk to him. 54% of the respondents answered they would want the customer representative to be smiling which showed that a smile and 46% answered negatively, smile which is one of many display rules that organizations have in their policies. This also indicates that the customer is looking for a pleasant experience while purchasing or interacting with the customer sales representative or the sales personnel.

Another question which provided further insight was “Would you prefer buying the product if the CSR/Sales personnel is an extrovert?” A staggering 80% responded positively that they would definitely buy the product if the CSR is an extrovert and openly gives his suggestions to

Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 Q.9 Q.100%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Statistical Chart

YesNo

Questions

Perc

enta

ge

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the customer. This clearly shows that the buying behavior is massively influenced by the dealings of the Sales people.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Would you prefer buying the product if the CSR/Sales personnel is an extrovert?

YesNo

Yes No

Perc

enta

ge

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A very interesting finding that we were able to unearth was that if the consumer was in an emergency and the need of a particular product was very great then regardless of the behavior of the representative the consumer will buy that product. In question 4 of the survey 78% of the respondents said that they would by the product regardless of the behavior of the CSR because the product was very important where as 22% said they would still not buy the product because the sales personnel were rude or indifferent. This greatly emphasizes on the fact that if the product is not of great importance the attitude, behavior and the emotions that the employees of the organizations show influence the purchasing behavior of the customers.

Conclusion

As mentioned and discussed earlier negative emotions can be directed towards colleagues, it can also be slightly leaked towards supervisors but it should almost never be directed towards or shown to customers. From the data that we have gathered from journal articles and the survey we have conducted it is fairly safe to assume that display rules significantly affect the purchasing behavior of customers and as in the long term organizations heavily rely on their loyal customers that is why customer representative should observe display rules provided to them by the organization. Unless the CSR’s or the sales personnel are polite and eager to help the customers, they would gladly choose to take their business elsewhere.

0%

10%

20%

30%

40%

50%

60%

70%

80%

If the product is extremely important would you still buy it, if the salesman was rude in the dealing?

YesNo

Yes No

Perc

enta

ge

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Consumer Sample SurveyGender:

Age:

1. Do you prefer salesmen to be smiling?

Yes No

2. Would you prefer buying the product if the salesman is an extrovert?

Yes No

3. Would you buy the product if the salesman is rude?

Yes No

4. If the product is extremely important would you still buy it, if the salesman was rude in the dealing?

Yes No

5. While the salesman is taking your order, would you like it if they are smiling?

Yes No

6. If the product is relatively not important would you still buy it, if the salesman was rude in the dealing?

Yes No

7. If the salesman is indifferent towards you would you make a purchase?

Yes No

8. If the salesman is polite and answered your queries enthusiastically would you come back to the same shop again?

Yes No

9. If the salesman is eager and enthusiastic about helping you will it compel you to buy the product?

Yes No

10. Do you think a polite and friendly attitude is important for the salesman when talking to a customer?

Yes No

Bibliography

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Persaud, R. (2010, 05 01). Faking It: The Emotional Labour of medicine. Retrieved from www.studentbmj.com: http://archive.student.bmj.com/search/pdf/04/09/sbmj329.pdf

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