When customer gratitude makes surface acting more worthwhile: The role of self-enhancement

Surface acting is often thought to be an undesirable emotional labour strategy. Yet, this assumption is typically made based on the theoretical understanding of surface acting without considering factors that may shape the service experience of employees. Drawing from self-enhancement theory (Swann et al., 1987, 1989), we propose that service employees feel a greater sense of self-worth when customers react with gratitude to their surface acting than when they engage in deep acting. Specifically, these service employees would perceive themselves to be more competent. Further, to enhance their standings in the organisation, service employees perceiving themselves to be more competent would engage in more helping behaviour to their co-workers and engage in more creativity at work.

Taken together, the present research challenges the dominant consensus that engaging in surface acting often leads to negative outcomes. Consequently, we highlight potential theoretical and practical implications that future research and practice should pay more attention to.