EMOTIONAL LABOUR: A CASE STUDY OF MARKETING STAFF IN A NIGERIAN BANK

ADEDAPO-AISIDA IBILOLA

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MSc DISSERTATION

2010

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STATEMENT OF AUTHENTICITY I have read the University Regulations relating to plagiarism and certify that this Dissertation is all my own work, and does not contain any unacknowledged work from any other sources.

WORD COUNT: 21,000 (excluding tables, figures, appendices and references)

Signed: Adedapo- Aisida Ibilola

Date: 18th August, 2010

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ADEDAPO AISIDA IBILOLA EMOTIONAL LABOUR: A CASE STUDY OF MARKETING STAFF IN A NIGERIAN BANK ABSTRACT Keywords: Emotional labour, aesthetic labour and sexuality labour Competition in the banking sector has now intensified in recent years; hence, the banks main aim of corporate objective is to generate capital through intensive retail marketing. A strategy of marketing the aesthetic qualities of the banks employees is being adopted in order to maintain the survival of the business. This strategy concentrates on the physical attributes of the marketers, and how they may be commercialized for financial gain. The research explored the nature of emotional labour experienced by the marketers by first considering aesthetic labour and its link to sexuality labour and then assessing the thin line between selling a service and selling sexuality in relation to gender differences. The study adopted a qualitative case study strategy using semi-structured interviews, to collect data from four males and eight female staff employed in the marketing department of the bank in addition to one human resource personnel. Using narrative analysis, the findings suggest that the competitive dynamics operating in Nigerian banks have continually caused the strategic deployment of aesthetic and sexualised labour within the industry. Both male and female employees, however, were found to be more exposed to this act which is being promoted indirectly by the management. This discovery can be considered an area of concern, which has been undermined and neglected. These findings have provided support for the prevailing literature on emotional, aesthetic and sexualized labour. However, further research is recommended to discover, who exactly promotes this behaviour, whether it is the organization, the employees or the society at large.

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EMOTIONAL LABOUR: A CASE STUDY OF MARKETING STAFF IN A NIGERIAN BANK

BY

IBILOLA ADEDAPO AISIDA

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2010

Dissertation submitted to the Bradford University School of Management in partial fulfilment of the requirements for the degree of MSc in Human Resource Management

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PREFACE Nigeria, like other developing countries, is facing pressures to become integrated into the global economy. In order to increase Nigerian banks competitiveness within the global financial market, Central Bank of Nigeria in 2004 introduced reforms aimed at consolidating the Nigerian Banking system.These reforms included raising the minimum capital base requirement for commercial banks to 25 billion naira (100 million pounds) and allowing banks to provide universal banking services, which encouraged the mergers of existing banks. This major leap has helped to increase business in Nigeria but has also intensified competition between the Nigerian Banks. This has brought about aggressive marketing within the banks. This project reveals therefore, how aesthetic/ sexuality labour is used as a form of marketing strategy within the banks. My interest in this topic stems from my concern for employees welfare. Also, because there has been little or no attention paid to the performance of emotional labour in the Banking sector in Nigeria.. Data collection process and insufficient information about the Banking industry were the problems I faced during the study, however I enjoyed it a lot. First I am thankful to Almighty God for giving me the strength and courage to carry out this project successfully, and then my supervisor Mike Frize for his encouragement, support, enthusiasm and guidance throughout the development of this project. I would like to thank my dear friends for their support and friendship throughout this programme, Anita, Ngozi, Eveazi and Ronke Adedibu. I would like to show appreciation to friends of many years and still standing Toyosi, Ebiere, Adebodun and Ronke Adebule. To my wonderful parents Mr and Mrs Adedapo Aisida, my sisters Dolapo and Bunmi, I love and appreciate you. Last but in no way the least, my thanks go to Mrs Adenowo and family, your support and love will always be appreciated.

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DEDICATION I dedicate this project to God Almighty, my heavenly father, for his faithfulness and everlasting love. Mrs Olufunmilayo Adedapo - Aisida for your prayers, moral support and never-ending love throughout my Msc Programme.

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Table of Contents APPENDIX ...................................................................................................................... ix LIST OF FIGURES .......................................................................................................... x CHAPTER ONE ............................................................................................................... 1 INTRODUCTION ............................................................................................................ 1 1.2 1.3 Aims and Objectives of the Research ................................................................. 2 Structure of Research ......................................................................................... 3

CHAPTER TWO .............................................................................................................. 4 LITERATURE REVIEW.................................................................................................. 4 2.0 2.1 2.2 Introduction ....................................................................................................... 4 The Shift to Service Sector ................................................................................. 4 Conceptualization of Emotional Labour ............................................................ 6 Emotion in Work ......................................................................................... 6 Emotional Display at Work ......................................................................... 7 Response to Display Rules, Emotion Work ................................................ 9

2.2.1 2.2.2 2.2.3 2.3 2.3.1 2.5 2.6

Emotional labour .............................................................................................. 10 Emotion Labour and Gender......................................................................... 13 Emotional to Aesthetic and Sexualized Labour. .............................................. 15 The Nigerian Banking Industry ........................................................................ 19

CHAPTER THREE......................................................................................................... 22 RESEARCH METHODOLOGY .................................................................................... 22 3. 0 3.1 3.2 3.3 3.4 3.5 Introduction ...................................................................................................... 22 Research Method .............................................................................................. 22 Research Philosophy ........................................................................................ 22 Research Approach ........................................................................................... 23 Research Design ............................................................................................... 23 Research Strategy ............................................................................................. 24 Primary and Secondary Data ..................................................................... 25 Case Study................................................................................................. 25

3.5.1 3.5.2 3.6 3.7

Background to the Study .................................................................................. 26 Sample Population, Sample Size and Sample Technique ................................ 27 vii | P a g e

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Data Collection ................................................................................................. 28 Interview Process ...................................................................................... 29

3.8.1 3.9 3.10 3.11

Validity and Reliability .................................................................................... 29 Ethical Considerations ..................................................................................... 30 Data Analysis .................................................................................................. 30

3. 12 Limitations........................................................................................................ 30 3.13 Conclusion ........................................................................................................... 31 CHAPTER FOUR ........................................................................................................... 32 ANALYSIS OF FINDINGS ........................................................................................... 32 4.0 4.1.2 4.2 Introduction ..................................................................................................... 32 Summary .................................................................................................. 41

Conclusion ........................................................................................................... 42

CHAPTER FIVE ............................................................................................................. 43 ANALYSIS AND DISCUSSION OF FINDINGS ......................................................... 43 5.0 5.1 Introduction .......................................................................................................... 43 Analysis and Discussions ................................................................................. 43 Criteria for recruitment ............................................................................. 43 Perceptions towards training ..................................................................... 44 Workplace satisfaction .............................................................................. 46 Significance of aesthetics on the Job ........................................................ 48

5.1.1 5.1.2 5.1.3 5.1.4 5.2

Conclusion ........................................................................................................ 49

CHAPTER SIX ............................................................................................................... 51 CONCLUSION AND RECOMMENDATIONS ............................................................ 51 6.0 6.1 6.3 Introduction .......................................................................................................... 51 Conclusion ........................................................................................................ 51 Practical Implications ........................................................................................... 54

REFERENCES................................................................................................................ 55

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APPENDIX Appendix 1. Research Proposal Appendix 2. Air Asia Advert Appendix3. Research Onion Appendix 4. Research questions and Interview Guide Appendix 5. Summary of findings

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LIST OF FIGURES Figure 6.1 Summary of the research---------------------------------------------53

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CHAPTER ONE

INTRODUCTION For decades, it has been advised that emotions should be kept out of workplace to practice administrative rationality (Ashforth and Humphrey, 1995). It was regarded as a barrier for clear headed decision making because it was perceived as feminine and weak (Mumby and Putnam, 1992, Simon, 1976). However, in response to a new competitive business environment, work place has changed dramatically (Stasz et al, 1996). Gradually, researchers have begun to realize benefits derived from valuing emotions in a workplace (Ashforth and Humphrey, 1995).

Over the last few years, the Nigerian financial system has witnessed tremendous transformation, in terms of the structure, size and number of employees. Banking reforms have brought about fierce competition in the industry (Aboh, 2006). Hence, the Nigerian banking system has resulted into aggressive marketing, opening branches in every other state (Achua, 2008). The working population of people located in this form of employment have grown from two percent in 1999 to Twenty one percent in 2008 (Gunu, 2009). This significant growth of employment in the banking sector typically reflects a more general shift in the economic activity from goods production to service provision. Hence, a bankers job involves face to face or voice to voice interactions with customers (Macdonald and Sirianni, 1996). Particularly, the marketers at the bank, who are charged with the responsibility of aggressive retail marketing to bring deposits into the bank. Invariably their work requires a high degree of personal contact with the public and performance of what has been termed emotional labour (Hochschild, 1979). There has been immense research on how emotional labour contributes to the success of an organization (Steinberg and Figart, 1999a, Korczynski, 2002). Townsend (2007) focuses on recruitment and training for emotional labour in a call centre. Ashforth and Humprey (1995) suggest that contrary to the belief that the right personality is good enough, upon entering the organization, successful candidates undergo intensive training and culture management to perform emotional labour. Researchers have also put forward several emotional demands required from employees (Hochschild, 1983), the pain and pleasures of emotion in work (Grugulis, 2007), variety of ways by which 09019800 1|Page

employees mange their emotions (Bolton and Boyd, 2003) and the gendered aspect of emotional labour (Taylor and Tyler, 2000). Other studies have also considered, how emotional labour causes psychological distress and decrease of job satisfaction (Pugliesi, 1999) which invariably leads to a high level of turnover (Townsend, 2007). Waring and Speiss (2005) made a link between emotional labour and aesthetics labour. The authors referred to Hochschilds (1983) definition of emotional labour the management of feeling to create a publicly observable facial and bodily display (p. 7). In other words, viewing emotional labour from the point of view where organizations try to evoke certain emotions in their clients by manipulating aesthetic symbols (Wasserman,1998). In performing, aesthetic labour, employees feelings and appearance are turned into commodities and re shaped to fit the employers idea of what is desirable (Thompson and McHugh, 2002).

Grugulis (2007) suggested that women are considered naturally better at performance of aesthetic labour also that emotional labour may be sexualised with notions of service being directly linked to sexualised images (Hochschild,1983). There have been very few attempts to examine this suggestion especially in the Nigerian Banking sector where concern has risen that due to intense retail marketing and staying ahead of competitors, marketers of the bank, mostly the women have been coerced into promiscuous sexual acts to meet targets that have been set by their managers (Abati, 2007). A small but significant body of literature have considered aesthetic labour and its link to sexuality labour, Waring and Spiesss (2005) study into the Airline Industry, female bar attendants (Filby, 1992), female secretaries by Pringle (1989). It is of real concern that very little research has been done in this area and these researchers have focused mainly on female gendered roles. Nevertheless, there remains a dearth of empirical research into performance of aesthetic labour and its link with sexuality labour especially for a non-gendered job in a professional environment. This research is important because it will provide useful insights into the processes and issues of aesthetic and sexualised labour. 1.2 Aims and Objectives of the Research

The purpose of this research therefore is to explore the nature of emotional labour performed by employees in the banking industry. Focusing on the marketers, the work will assess the conceptual boundaries between aesthetic and sexuality labour, while 09019800 2|Page

considering gender differences. To fully research this, the work will examine emotional demands from both the male and female marketers, and the extent to which they are capable of delivering what is required of them. The Nigerian banking sector is suitable for this research not only for its reputation of being the number one employer of labour in the country, but also because the banks main aim of corporate objective is to

generate capital through intensive retail marketing. 1.3 Structure of Research

This work is divided into six chapters. The Second chapter will examine different literature on emotional, aesthetic and sexuality labour. Following that will be the third chapter, this chapter will discuss the research methodology and data collection methods that will be applied in this research, it will also explain and justify methods that will be used to carry out the research, Using narrative analysis the findings from the research will be discussed and summarised in chapter four. In chapter five, analyses and discussions of the findings will be carried out, and the findings will be compared and contrasted with the literature review in Chapter two. Chapter six will entail the conclusion, recommendations and practical implications of this work, further research will also be suggested. It is hoped that this research will add to the existing literature on emotional, aesthetic and sexuality labour and feel a relevance gap while adding to the body of knowledge in Nigeria.

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CHAPTER TWO

LITERATURE REVIEW 2.0 Introduction

Emotional labour is not a new concept; several academics and researchers in this field have defined and developed practices for emotional labour. This chapter reviews the shift to the service sector, and the effects of this shift in bringing about more emphasis on emotional labour in the workplace. The chapter also outlines the work done by researchers in the past and currently known debates in the field of emotional, aesthetic and sexuality labour. Reviewing the available literature helps in understanding the development of emotional labour and interest of researchers in its study. An Analysis of the current issues faced by academics and researchers will be carried-out and the case study: Omega Bank Nigeria Plc will be introduced using it as a window to evaluate emotional, aesthetic, sexuality labour and gender. 2.1 The Shift to Service Sector

Having the aim of this study in mind, it is important that conditions responsible for the increase in the performance of emotional labour be analysed. Many researchers are of the opinion that it stems from the growth of the service sector (Grugulis, 2007). In response to a new competitive business environment, work place has changed dramatically (Stasz et al, 1996). The service sector particularly in developed countries has witnessed an impressive expansion, contributing largely to the proportion of Gross Domestic Product of various countries (Oyejide and Bankole, 2001). According to Kim (2006), the more developed an economy is, the higher the share of the service sector. In the United Kingdom, there has been a significant shift from the manufacturing sector to the service sector (Payne, 1999). However, Sub Saharan Africa seems not to be left out of this shift from the manufacturing to the service sector. In Nigeria, the liberalization of the telecommunication sector and reform of the banking sector has attracted enormous capital inflow (Busari, 2000), this has contributed tremendously to the increase in the service sector. Datamonitor (2009) reports that, the service sector output rose from being around NGN1, 036 billion in 2002 to more than NGN5, 134 billion in 2008. The growth of the service sector has wide ranging implications which includes change in skills demanded by employers. 09019800 4|Page

In the service sector, people are given roles in which they have to relate directly with customers and clients (Bach, 2005) and the recognition of different kind of skills required to be effective within these roles have become more apparent. What were regarded as skills in the 1950s and 60s were principally technical Know-how, manual dexterity and spatial awareness of the craft worker (Payne 1999, p.1). These were skills exhibited as a result of educational qualifications and analytical capacities (Payne, 1999). However, beyond the mid 1970s, research showed that employers began to value attitude and personalities above academic skills (Grugulis, 2007). Different literature have described these soft skills using terms such as competencies, personal attributes, individual qualities, transferable skills and so on. While technical skills refer to specific skills either gained through formal education or acquired qualifications, soft skills are not obtained in like manner. Callaghan and Thompson (2002) recognise that this shift has led employers to seek for skills such as team-working, communication and organisational abilities in new recruits. The Chartered Institute of Personnel and Development (CIPD) /which is a survey of over 1, 400 UK employers, also showed that majority of employers seek for soft skills when recruiting (CIPD, 2006). Similarly, Casciaro and Lobos (2005) study showed that employees preferred attitude to competence amongst their colleagues. From a broader perspective, Payne (1999) acknowledges that employers definition of skill is not literally shifting from technical to soft skills, but is expanding to include both as the skills required in a job. Callaghan and Thompsons (2002,p.239) study of a banking call centre, revealed that management required employees and new recruits to possess a mix of both technical keyboard and soft personality and communication skills, though less emphasis was placed on technical. Lave and Wengers (1991) study of midwives showed that they were expected to be skilled in their field as well as being emotionally involved in the hope of expectant mothers (See also Kidder, 1981). However, several surveys and literature have shown that employers are more concerned with soft skills when recruiting (CIPD 2006, Bosley 2007, Grugulis 2007). This shift in skills demanded by employers have compelled employees to exhibit soft skills, hence emotion in work is being emphasized. According to Grugulis (2007) as work changes, so too does the way people are managed, the skills they are expected to demonstrate and the way they experience their work. 09019800 5|Page

2.2

Conceptualization of Emotional Labour

We are disposed to thinking we own our emotions, that it is maybe even the most cherished part of ourselves. However, more often than not, it is usually bound up with other people and social worlds, one of them being the organizational work context (Rafeli and Worline, 2002). With the expansion of the service economy and increased competition among service providers (Korczynski, 2002), managing emotions in the workplace has continually increased in importance (MacDonald & Sirianni, 1996; Morris & Feldman, 1996; Pugliesi, 1999). Emotions in work have received increased attention from researchers and organizations because it is relevant in the service industry where social interactions with customers, clients or patients are a significant part of the job. 2.2.1 Emotion in Work

The idea of organizations having feelings is now widely recognized (Albrow, 1997). When emotion is being brought to work, work is not redesigned to accommodate employees emotions; rather employees are redesigned to fit what is deemed necessary at work (Putnam and Mumby, 1993). A fundamental goal of service work is to make warm and friendly interactions with customers and prevent emotional leakage of boredom or frustration (Leidner, 1999; Putnam and Mumby, 1993; Schneider and Bowen, 1999; Zapf et al., 2003). Air flights offer similar products, supermarkets usually display identical products on their shelves, and the banks inclusively offer related commodities to their customers. According to (Noon and Blyton, 2007) when identical commodities are offered for sale what makes the difference is the ability of the employees to influence the customer into buying the product, this is because services are intangible and cannot be measured. Customer service providers are typically subordinate to their consumers; their interactions with members of the public tend to be routine and scripted, constraining opportunities for personal expression (Grandey et al., 2004; Grandey and Fisk, 2006).This may involve experiencing and projecting enthusiasm, warmth, empathy, commitment, sincerity and anger, but such emotions may be prescribed rather than natural (Mann, 1999). Although members of other occupational groups, such as physicians and the police, experience situations that are emotionally taxing, it has been argued that they possess the authority to tip the interactional control balance in their favour (Tolich, 1993, p. 366). Regardless of the 09019800 6|Page

sector, when work involves face to face or voice to voice contact, employees are required to produce a state of mind in the customers, it could either be gratitude or fear (Hochschild, 1982). Researchers have studied emotion in work for a period of time (Mastenbroek, in press, Brief and Weiss, 2000). It seems to have started with Hochschilds (1983) book on emotional labour, the managed heart. When one works directly with people like is done in the service sector, emotion in work occurs (Paoli, 1997). The concept of emotion in work refers to eminence of relations between employees and clients (Zapf, 2002). Working in the service sector entails that one has to feel particular emotion in order to generate exact and pleasing reaction in others (Grugulis, 2007). Research findings suggest that compliance with emotional display rules and engagement in emotional regulation during customer interactions are central to service role (Deery et al, 2002 and Zapf, 2002). Leaders to a large extent need to manage their employees emotions, because strong emotions can have either positive or negative effects on performance (Humphrey et al, 2008). Increasing amounts of work carried out in an organization, involves the display and expression of certain emotions by the employees. Emotional Intelligence is therefore important for leaders to manage emotions in organizations and also to make sense of, guide, tame and civilise peoples emotions (Gabriel and Griffiths, 2002), in order to achieve corporate success (Goleman ,1998). 2.2.2 Emotional Display at Work

Wharton and Erickson (1993, P. 457) point out, employers efforts to shape workers emotions and emotional displays have become an important focus of organisational research. This shaping or control according to Mann (2006) can be formalised as a written set of rules, it can also be informal, as in protocol or as a form of social constructionism, theory of sociology that argues that ones individual existence is intrinsically linked to various social configurations (Smirnova, 2007). Common expectations that govern the appropriateness of emotional reactions in the workplace are termed display rules. Rafeli and Sutton (1989.p.8) define display rules as behavioural expectations about which emotions ought to be expressed and which ought to be hidden, these rules are what stipulate the range intensity, duration and object of emotions that are expected to be experienced or displayed. Mann (2006) argues that it would seem inevitable that workers in these prescribed roles will not genuinely feel the emotion that 09019800 7|Page

they are expected to display at all times. For Mann, there will be conflict on what the individual really feels and what they are expected to display. An assumption in service research is that both management and customers expect front line staff to be friendly, caring and perhaps even enthusiastic (Hochschild, 1983), however, they are being rewarded for theses various displays of emotion. Professional jobs are also governed by widely disseminated, formalized often (ethical) codes which prescribe universally adopted standards (Harris, 2002).These codes are usually the case for status professions inclusive of doctors and lawyers, intended to implicitly impose a series of emotional display and procedure behaviour expectations which are prescribed to all professionals and known to many clients (Harris, 2002). Thus, display rules for emotional expressions help guide employee behaviour and interpersonal performance (Diefendorff and Gosserand, 2003). Examples of emotional displays guiding employees are, flight attendants are expected to feel cheerful and friendly (Bolton and Boyd, 2003), funeral directors are expected to feel sombre (Ashforth and Humphrey, 1993), nurses are expected to feel empathetic and supportive (Waddington and Fletcher, 2005).

Ashforth and Humrphrey, 1993,p. 91) argue that display rules are a form of societal norms, occupational norms and organizational norms. Comparative cross-cultural research suggests that cultural norms influence the feeling and expression of emotions (Eid and Diener, 2001; Ekman, 1971; Markus and Kitayama, 1991). In order wards, emotion management in an organisation depends greatly on culture already in existence. Hofstede (1991) supports this argument, from findings of study carried out on employees within the same bank in different countries suggesting that the culture that exists in a country, influences the culture of the organisation. However, the global service culture may supersede these influences when focusing on the customer as targets (Byrman, 1999; Russ-Eft, 2004; Strudy, 2000). Byrman (1999) described Disneyization, suggesting that the principles exemplified by the American Disney theme parks, such as forced cheerfulness, have come to dominate the rest of the customer service world (van Maanen and Kunda, 1989). Thus, globalization of service culture may result in consistent display rules toward customers across distinct cultures (Grandey, 2010). However, societal norms differ between cultures. For example, one of the attributes of a customer service staff is to smile always; however, in some cultures it is not permitted. 09019800 8|Page

Ashforth and Humphrey (1993) illustrate this in an example of a Mac Donalds that had just opened in Moscow, the employees smiled following the display rules. However, it wasnt in their custom to be smiled at so they got angry thinking they were being mocked. Occupational and organizational norms are often consistent with societal norms although they may differ in degree or in kind. For example, it is an occupational norm for doctors to be emotionally detached from their patients, however, following the societal norm they show interest in the welfare of their patients (Lief and Fox, 1963). 2.2.3 Response to Display Rules, Emotion Work

There have been suggestions by researchers that, employees may manage emotions and observe display rules, however, their responses to these rules vary accordingly. Employees responses to emotional displays can be genuine, superficially feigned or deeply acted (Harris, 2002). Emotion work and emotional labour seemed not to have being distinguished by most researchers (Zapf and Holz, 2006; Hochschild, 1983; Zapf, 2002). However, Grugulis (2007) view emotion in work from another perspective. She distinguishes emotion work and emotional labour suggesting that, in an organization where the employers have little or no control over their employees emotions, the workers are perceived as performing emotion work (genuine) which may be a pleasurable activity. On the other hand, in practical terms when emotions become sold as labour and controlled by the management, it becomes emotional labour (Grugulis, 2007).

Display rules are firm and highly scripted in some organizations, they usually require their employees to work under standardised tightly controlled work processes. The research carried out by Townsend (2007) in a call centre showed that the Customer service representatives were tightly monitored through electronic surveillance, as well as having some scripted calls, and low levels of task discretion. Van mannen (1999) also report similar findings in her study carried out in Disney land. Staff were expected to immerse themselves in their roles when onstage, smiling following scripts and adhering to rigid and detailed rules about their appearance. On the other hand, in some organizations, display rules exist but they are not adhered to strictly. Koskina and Keithleys (2009) study of a call centre gives an account of how phone calls were not monitored and customer service representatives were not generally conformed to prescribed call conventions and stringent emotional rule. In the study carried out by 09019800 9|Page

Seymour and Sandifords (2005) on pubs, findings revealed that employees learnt display rules by socializing informally with their colleagues and customers. Following the examples in the previous paragraph, Zapf and Holz (2002) argue that if service providers successfully meet the requirement to display and sense emotions, this will have positive effects, particularly contributing to the feeling of efficiency and selfaccomplishment. Thus, benefits of performing emotion work includes promoting customer spending and repeat sales (Taylor,1998) and the employee having the greatest level of satisfaction, relating to the public (Grugulis, 2007). Furthermore, when an employee is genuinely enthusiastic about his or her work, it brings about commitment from the part of the employee (Grugulis, 2007). Boyd and Bolton (2003) suggests that an employee may work harder at emotion management if he or she genuinely cares for the customers or Client. Emotion work can be illustrated by a study carried out by Tracy Kidders(1981 cited in Grugulis, 2007) where she reports her account of how computer programmers were so enthusiastic and inspired by their task, that they were engaged with it for all hours of the day and night. Leidners (1991) account of the study carried out in Mac Donalds, also describes how workers enjoy and take pleasure in the most routine of tasks. These are positive outcomes for businesses and customers. However, acknowledging that emotion work can be pleasurable does not mean that it is always is. Moments of genuine engagement and humour must be set against the permanent requirement to smile and the fact that those smiles are regulated (Grugulis, 2007) Thus, in bringing emotions to work, employees face a high level of managerial control on how emotions should be expressed (Rafeli and Sutton, 1987). Mann (2006) argues that to some degree or the other, conflict will exist between what the individual really feels and the emotions they are expected to display (Mann, 2006) 2.3 Emotional labour

Emotional labour requires employees to adhere to display rules laid down by the organization that one works with, this governs how and when emotions are expressed (Morris and Feldman, 1996). Hochschild (1983) defines emotional labour as labour that requires one to induce or suppress feeling in order to sustain the outward countenance that produces the proper state of mind in others( p 7) .It can be identified by three characteristics, 1. Face to face or voice contact with the public 2. Employee is required to create emotional state in clients or customers 09019800 10 | P a g e

3. The emotional state of the employee is controlled through training and supervision. (Hochschild, 1983; Smith, 1992, 7; Smith and Lorentzon, 2007). From another point of view, it has been suggested by ( Ashforth and Humphrey, 1993; Lief and Fox, 1963) that an individual can act thereby distancing him/ herself from experiencing emotions. An example is the case of a doctor who appears to be concerned but somehow still manages to stay detached from his patients. Fletcher (1999) and Guy and Newman (2004 ) criticized performance of emotional labour because it is difficult to measure and does not fit in with standards of how organizations should operate. Emotional labour theory draws heavily on Goffmans perspective (Goffman, 1959) where individuals present themselves to others as if they are performing a play, however there is always a real person behind the mask, but wears different masks in different situations. The actor changes or manages his emotions to make them appropriate or consistent with a situation, role or expected job function (Putnam and Mumby, 1993, p. 3). Goffman (1959) argues that everyone is involved in conscious and unconscious management of impressions, A husband and wife will postpone their quarrel in front of casual acquaintances and bosses will act with courtesy and formality when there are visitors in the office, thus, acting is an inevitable part of life. However, Goffman fails to take onto consideration that power relations exist in a workplace (Hochschild, 1979, 1983 and Paules, 1991, 1996). In order words, emotions may be a normal part of life but when they are used in the workplace under the direction of management, they become commodities. Also, Hochschilds emotional labour has being challenged by Boyd and Bolton (2003), arguing that it is not seen as a clear way to begin to understand distinction between emotion work and emotional labour. Korczynski (2002) supports this view suggesting that not all occupations are financially motivated, but employees abide by display rules due to status or quite simply because they enjoy the nature of their work. From a research carried out on flight attendants Boyd and Bolton (2003) discovered that emotions in organizations is governed and controlled by employees and management in a number of distinct ways. 1. Presentational acting, follows social norms rather than detailed commercial demands. 2. Philanthropic Emotions offered as gifts, smile out of friendship or concern 09019800 11 | P a g e

3. Pecuniary For a commercial gain i.e. get bigger tips 4. Prescriptive usually performed by to comply with professional or organisational requirements lists provided by McDonaldss Bolton (2005) argues that cabin crew performs all forms of emotion management. In other words, they may genuinely empathize with a passenger rather than present the cynical face of a service provider, also that humour is used to alleviate stress and support each, in order words their skills are so fine tuned that they can mix and manage all forms of emotions. Presentational and philanthropic can be referred to as emotion work which occurs with flight attendants or teachers, Pecuniary and Prescriptive may be referred to emotional labour and usually occurs in call centre staff. Hochschilds (1983) approach to emotional labour states that emotional labour consists of the

effortful use of surface acting and deep acting to conform to display expectations (Grandey, 2000). In surface acting emotions displayed are false, it involves suppressing ones felt emotions and faking the desired emotional display (Grandey, 2004 and Rafaeli & Sutton, 1987). On the other hand, deep acting involves actually changing ones feelings in order to elicit the appropriate emotional display (Grandey, 2004; Rafaeli & Sutton, 1987). There consequences for performing deep acting/ emotional labour. According to (Grugulis, 2007) Efforts required to stimulate and conceal feelings can be exhausting, and employees may react to, burn out or find they are unable to engage with the original and uncommodified emotion. Zapf and Holz (2006) show that emotion work is related to burnout; emotional exhaustion, depersonalization and reduced personal accomplishment. This eventually leads to absenteeism and turnover. Evidence of this was in the call centre Townsend (2007) researched, despite the rigorous recruitment and training process, there was still a high level of turnover. The few studies of emotional labour in the private sector have generally involved qualitative examinations of specific sectors, such as air travel, retail sales, emergency response, or health care delivery (Grugulis: 2007). Emotional labour in service roles include Flight attendants who smile (Hochschild, 1983), call centre employees who have to be polite and terminate calls at a given time (Townsend , 2007) and funeral directors who have to be somber (Ashforth and Humprey , 1995). Professional Jobs are not excluded from the jobs that involve the performance emotional labour. Study carried out by Harris (2002) revealed that barristers can spend the whole day angrily arguing in 09019800 12 | P a g e

court, however when the case is finished, friendly interaction resumes. This division of the self appears akin to Flams (1993) suggestion that employees develop multiple selves to cope with job demands. Similarly, in a study carried out on policemen by (Martin ; 1999),he reports on how policemen have to maintain two characters a negative one to deal with the offenders and a positive one to show empathy to those who have been attacked. Within organizations, emotional displays are perpetuated through recruitment and selection. Companies go through great lengths to recruit suitable, empathetic and emotional people, so that people chosen for the job are those who gain the most pleasure from it (Grugulis, 2007). Quite often, the intensity of recruitment process in a call centre is designed to put off many of those less committed applicants (Wickens, 1987, p. 176). For the flight attendants, recruiters look for somebody who is smart but at the same time can be considered as dumb (Hochschild, 1983). Study carried out in Disney land by Van Mannen (1991) illustrated that only single white males and females in their early twenties, without facial blemish, of above average height and below average weight, with straight teeth and conservative grooming standards were selected to work. In the case of showing negative emotions, Rafaeli and Suttons (1987) study on Tax collectors illustrated that employees recruited were those who seemed disposed to feel and display bit of irritation. Contrary to the belief that the right personality is good enough (Ashforth and Humphrey, 1995; Mann, 1999), upon entering the organization, successful candidates undergo intensive training and culture management. Bill collectors are trained to display a negative reinforcement scheme (Rachlin , 1976) they were trained to be absolutely relentless( Sutton 2002), this enables them to become emotionally detached from debtors. Hochschilds study of the flight attendants in Delta Airline revealed that they were told repeatedly in training that a seat in the plane was their most perishable product, to keep winning their passengers back, they had to smile, and the smile was their biggest assets. 2.3.1 Emotion Labour and Gender

Traditionally, emotional labour has been identified with womens work and the role of the mother in the family (Gray 2009). Heller (1980) is of the opinion that emotional labour is gendered, in the sense that there clearly exists a sexual division of emotional 09019800 13 | P a g e

labour. However, Goleman (1998) suggests that emotional labour is not necessarily gender specific as it was found by Steinberg and Figart (1999a) that men experience emotional labour in their jobs just like women do. On the other hand, majority of studies show that women do not only provide more emotional labour but are also subject to expectations that they will do so ( Bellas, 1999; Hochschild, 1979 ; 1983; James; 1989, Martin; 1999, Pierce, 1999 and Webb, 2001). Findings taken from Taylor and Tylers (2000) study in the airline industry, reported that officer in charge of recruiting call centre staff, selected a vast majority of women, because they seem to fit the position better. While the men are perceived as aggressive, influential and logical, women are seen as more helpful, supportive and thoughtful (Flanders, 1994, Wirth, 2001). Generally, researchers have found out that women are expected to show concern for others and be interpersonally sensitive (Broody and Hall, 1993). Women are not only considered more suitable for service work (Paules, 1991 and Pierce, 1995) they are also assumed to be better at the emotional aspects of work. They usually have more demand placed on them from the management, and are monitored more stringently on the way they carry emotional demands out (Grugulis, 2007). According to numerous studies, women are evaluated more positively when they display communal characteristics. For example, research has found that females who displayed more stereotypically feminine behaviours, such as acting cooperatively, received higher ratings of likeability and were more influential (Carli et al., 1995; Heilman and Shackelford et al., 1996). While male workers can define or redefine their jobs as unemotional, less emotional or differently emotional, women workers have no such freedom. Much of the gender segregation by occupation has links to emotional labour because many female-dominated occupations are expected to employ emotional skills to bring about organizational ends, whereas male-dominated occupations are not (Meier et al, 2002). This suggestion is evident in Pierce s (1995) study as the author found that the attorneys work was still perceived as male work, despite the increase in women that had been employed in that profession. The paralegals, however, were expected to nurture their lawyer bosses (mostly males) and if they did not, they would be penalised when it came to appraisals or promotion. Study carried out on flight attendants by Taylor and Tyler (2000) also showed that management had gendered assumptions about natural skills and capacities in women. Selections panels argued that they attempted to select personalities who will naturally deliver quality service, personalities selected were overwhelmingly women. The female interviewees said they were appraised and evaluated according to different criteria. 09019800 14 | P a g e

Females tended to be judged on both hard and soft skills, the latter referring to the nature of their interaction with the clients. However, for the male, as long as they were able to bring in sales, the nature of the interaction was overlooked. In gender neutral jobs it was found that jobs were allocated according to gender, the men usually flipped burgers at McDonalds while the women cleaned the windows Leidner (1991). Women were assigned to the job because they were believed to have the natural abilities to deal with insults as opposed to the men. Considering the banking sector, a marketer is perceived as a female job (Acker 2006), and part of the demands of the job requirement is to carry out her role effectively and still have a calm and friendly disposition.

Women perform emotional labour and also have the ability to engage and put up with sexualised encounters (Filby, 1992). The Women in Van Maanen (1999) study of Walt Disney were expected to lick their lips and wear sexy uniforms, and at that same time were appraised more strictly in the organization than the males. In addition, female flight attendants have to be seen as aesthetically pleasing not only by their employers but also by the customers (Hochschild, 1983). Leidner (1993 cited in Steinberg and Figart 1999a1999b) also found that in the restaurants, there were different roles demanded by the employees which was based on gender for example the women had to flirt with male customers. 2.5 Emotional to Aesthetic and Sexualized Labour.

Employee appearance has long been an important consideration for employers. In the nineteenth century hiring of model bank clerk, Mc Kinlay (2002) revealed that management appraisal entries referred repeatedly to potential employees looks. An ideal senior banker was described as being handsome with hazel eyes, aquiline nose, iron grey hair, firm moustache, oval chin (and) cheeks slightly tinged with red (2002, p.607). Aesthetics labour, gradually is becoming an area of interest to researchers (Felstead et al.2005). Postrell (2003) argues that, how employees look can be as much a part of the atmosphere (of companies) as the grain of the furniture or the beat of the background music (p.127). According to Witz et al (2003,p. 37) aesthetic labour refers to the mobilisation, development and commoditisation of embodied dispositions. Rafaeli and Vilnai- Yavetz (2004) exemplify that as the product design and physical environment of an organisation may manipulate clients emotions and perceptions, so can physical attributes of an employee influence clients emotions. Witz 09019800 15 | P a g e

et al. (2003,p .41) assert that, through recruitment and selection employees become hardware of the organisation identity such as marketing material or product design(Speiss and Waring, 2005, p.198). Aesthetics in organizations comprise of a range of behaviour, usually associated with employees presenting themselves, through their comportment with posture, gesture, facial expression and eye contacts (Warhust and Nickson, 2009). Warhurst and Nickson (2009) discuss aesthetic labour focusing on appearance of employees, specifically how their physical appearances and dispositions influences their chances at being recruited and selected. Nickson et al (2005) and Warhurst and Nickson (2009) suggest that attitude and appearance of workers in the UK retail and hospitality is important. According to Martin and Grove (2002) the importance of appearance is not confined to the UK alone. In the USA , a survey of nearly a hundred human resource professionals responsible for hiring entry level hospitality revealed that the top two criteria were pride in appearance and a good attitude. Warhust and Nickson (2009) defines aesthetic labour as hiring of workers with corporeal capacities and attributes that favourably appeal to the senses of the customers and which are then organizationally mobilized, developed and commodified through training, management and regulation to produce an embodied style of service (2009,p.388). Clothing, as work wear, features heavily in some service organizations prescription of appearance, standards and dress codes for both men and women (Industrial Service Relations, 2005). Having employees look stand out, according to some employers does not only create a distinct image for the company it also provides competitive advantage (Warhurst and Nickson, 2009).Customers survey reported in Caterer and Hotelkeeper (1997) agree to this saying that good looking staff were the most important priorities for customers.

It is interesting to know, that employers watch out for these embodied dispositions through the processes of recruitment, selection and training. Davies (1990) suggests that in the way that manufacturers pay great attention to the packaging of products in order to get us to buy them, we need to attend to our packaging if we want to sell ourselves to others, and get them to take a closer look at whats inside (p. 75). Hancock and Tyler (2001) report that applicants for a job as flight attendants were rejected because they were too old, their skin was blemished, their hair was too short ,messy or severe ,their nails were too short or bitten, their posture was poor or their legs chubby, their weight was wrong, they lacked poise or style or they had a common accent 09019800 16 | P a g e

(p.118). According to (Trethewey (1995) overweight women might also be denied promotion or kept away from public or prestigious work. Concern has being raised, regarding these desired attributes, that a new form of discrimination is emerging with aesthetic labour, as looks are now basis for inclusion and exclusion. Oaf (2003, 7) states bluntly, If your gender and your race have not kept you off the short list, your physical appearance still might. Waring and Spiess (2005) suggests that this physical attributes seem important to employers because they have commercial gains for the organisation. Nickson and Warhurst (2009) therefore states that, it is reasonable to assume aesthetic labouring might also be appropriated and transmuted as sexualized labour. Witz at al (2003) argues that the concept of aesthetic labour provides a more analytically appropriate and robust vehicle for discussing managements use of their employees physical attributes for commercial purposes.

Following on from discussion in previous section, Mauss (1954) contends that one of the key elements in womens work in the service sector is the exchange of aesthetics. Hochschild (1983) states that emotional labour maybe sexualised with advertising and intentions of service intentionally linked to erotic imagery. She observed that a flight attendant may often be called to simultaneously utilise two traditional feminine qualities, those of the supportive mother and those of the sexually desirable mate, hence a manifestation of projecting simultaneously being motherly and sexually alluring (1983,p.182). Speiss and Waring (2005) examined the advertising and marketing of two new airlines, they highlighted the way in which female employees are sexualised particularly in Air Asia (See Appendix 2). The company featured smiling, attractive and youthful flight attendants and was captioned There is a new girl in town, She is twice the fun and half the price. The use of this advert is in the hope to create and maintain a good brand image. Thus, a corporate strategy, which involves management attempting to appropriate their employees sexuality, to develop and mobilize sex appeal for commercial benefit (Witz et al: 2003). Other commentators support also that womens work are officially intertwined with male sexuality as they suggested that women are required to respond positively to uninvited sexual encounters as part of their job (Adkins, 1992, Thompson and Mc Hugh 2002). These range from being asked out on dates Korcynski, 2001), to harassment Filby, 1992). Also, when employees are told by their superiors to encourage and put up with sexual harassment from callers in the hope that they might make a sale (Taylor and Tyler , 2000). It is 09019800 17 | P a g e

interesting to note that sexuality labour is not restricted to low-level workers (Grugulis: 2007). An investment banker commented (Mc Dowell 1997,p.141 cited in Grugulis , 2007) it is so difficult to strike a balance, If you are seen as feminine or desirable they think you are available ,and if you are not they call you a dyke. Warhust and Nickson suggests that employees sexualize themselves through their aesthetic labouring for personal benefit, most obviously through their comportment, language and dress (2005, p.393). There is evidence of this in study undertaken by Kirby (1997) that barmaids were sexualised at pubs because they were seen as charmers and seducers, not because it was a deliberate employer strategy to increase sales. Mills (1951), study is also illustrative in this respect. He points out a particular worker who claims to earn more money through her particular sales technique, Its really marvellous what you can do in this world with a streamlined torso and a brilliant smile. I spend most of my salary on dresses, which accentuate my goods points. After, all a girl should capitalize on what she has, shouldnt she? And youll find the answer in my commission total each week (p.175). This clearly shows that sexuality, in some instances, is driven by the employee and may not be approved by the organisation. On the other hand, most recent research now suggests that organizations now subscribe to their employees sexuality. In Filbys (1992) study he noted how employees flirted deliberately with customers for individual benefits and how management recruited particular personality types for commercial benefits. Moreover, this might not always be the case. In some organisations, management do not mobilize, develop or commodify this sexuality. However, they subscribe to it, permitting and if possible promoting it (Filby, 1992). Furthermore, some organizations actively encourage it, but do not control it; it is at best implicitly constructed by management (p. 29).What is evident however, is Filbys study is that once employees have been selected for their looks and personalities, they cannot be controlled. In other wards sexualized service interaction lack organizational prescription (Nickson and Warhurst (2009).

There is an obvious overlap between emotional labour and aesthetic labour which is highlighted in Rafaeli and Suttons (1987, p. 33) contention that emotional performance typically involves a complex combination of facial expression, body language, spoken words and tone of voice. However, review of the few literature on aesthetic and sexuality labour, has shown that aesthetic and sexualised labour are 09019800 18 | P a g e

closely connected and complementary concepts. Thus, this is a new research framework in the emotional labour, sex and work literature (Speiss and Waring, 2005). An emergent field of research, which opens new doors of analysis. The few studies on this research has been carried out on female gendered roles; flight attendants Speiss and Waring (2005), female secretaries by Pringle (1989) and female bar attendants (Filby,1992).Nevertheless, a non-gendered job will be used to aid comparison to add to existing literature. 2.6 The Nigerian Banking Industry

The Federal Republic of Nigeria is located in West Africa, it spans 923, 768sq Km and is one of Africas most populous nations with over 149 million people (CIA, 2009). The Nigerian Economy consists of agricultural, industrial, manufacturing and service sector. The agricultural sector employs 70 percent of the work force and provides 26.8 percent of the Gross Domestic Product (GDP) while the industrial and manufacturing sector is the largest contributor to the GDP, accounting for 48 percent of GDP (Datamonitor, 2009). However, it employs only 10 percent of workforce. There is so much wealth from from the crude oil proceeds, but 54 percent of the Nigerian population still live on less than one dollar a day (Worldbank, 2008). The major subsector of the services industry is the financial and insurance services. This sector rose from being around 1,036 billion in 2002 to more than 5,134 billion in 2008.The bank consolidation in 2005 may have been the cause of this, even after receiving the global financial crisis it was still able to provide jobs for majority of people employed in the service sector (World Bank, 2008).

Banking in Nigeria was typically seen a male dominated sector, however since the end of the second world war, a number of females have been increasingly recruited to fill in various positions (Strober and Arnold, 1987). In a bid to gain competitive advantage, the Nigerian banking system has embraced equal opportunity of male and female sexes; female banking executives have been on the rise. There are a number of major implications brought about by the banking reforms in Nigeria this includes the polluted marketing environment. There exists a high level of competition in the Nigerian Banking industry with every bank pooling their resources in the best way to out play their competitor and gain competitive advantage. The duty of bringing deposits into the bank has been given to the Marketing executives. These Marketers, both male and 09019800 19 | P a g e

female are given targets to meet on a monthly basis, in order to drive them to bring money into the organization. However, in recent times the practice of marketers to sexualise their bodies in order to meet these targets have come under light. The house of representatives in a bid to curb this problem recently passed a bill the corporate prostitution bill (Ojo, 2010). This bill was aimed at putting severe sanctions on banks that give unreasonable targets to their employees. One of the representatives of the government was quoted saying that We have seen where a female bank employee was given a job in January and by September was expected to meet a target of 500 million naira (200,000 pounds). It is no longer news that these women are parading the corridors of offices, knocking on doors and once let in, some would begin to weep, begging for help to meet their target or they will get sacked (Chukwubuikem, 2010). The bill, however, was kicked against by the commercial banks stating that at a certain level of employment, the generation of a minimum revenue amount is expected and reasonable, given the level of salary paid to the individual regardless of the gender (Nzeshi, 2010). Banguda (2010) has blamed this act of meeting targets, on the rise of the new generation banks trying to thrive in this competitive industry. He stated that the burden of these banks seemingly insatiable desire for deposits is carried largely by female bank officials, subjected to various forms of threat, intimidations and

demotions, if unable to meet targets. According to a female marketer at the top bank, the ultimate decision lies with the marketer, she said, it has not been easy but I am getting used to it.......(Banguda,2010). Coker (2007) states that meeting targets has created aggressive competition amongst employees who are determined to retain their jobs and has also produced desperate women who would stoop to any lengths to raise the money needed. She went further saying that it is difficult to leave the bank because Nigeria is a country where 60 percent of the population lives below poverty level and unemployment is rampant. Interestingly, bankers deny the practice of corporate prostitution, because nobody in the corporate environment will mention it (Chukwubuikem, 2009). In light of the above, the Nigerian banking sector provides a suitable context to research the aim of this study: Considering gender differences, the nature of emotional labour performed by bank employees in Nigeria will be explored to assess what point aesthetic labour becomes sexualised labour.

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To achieve these aims, the following research questions will be investigated further. They are; 1. What is the Recruitment strategy for employees? 2. What information or training is given to marketers after recruitment? 3. Are marketers satisfied with demands and expectations regarding the job? 4. Is aesthetic important to the role of a marketer?

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CHAPTER THREE

RESEARCH METHODOLOGY 3. 0 Introduction

The previous chapter has provided an in depth appraisal of the academic discourse in the field of emotional labour, aesthetic labour and its link to sexuality labour. As stated earlier, the aim of this research is to assess the nature of emotional labour performed in the Nigerian Banking Industry focusing on a case study, Omega Bank Nigeria. To achieve this research objective, emotional demands from both male and female workers will be examined. Marketers in this bank were deeded a fruitful context for the research for reasons that will be discussed explicitly in the present chapter. This chapter will provide an overview of the various methods of research, highlighting their limitations and putting forward valid justification for the methods selected in order to achieve the research aims and objectives. It will also present the data collection methods and data analysis techniques employed in this study as well as discuss ethical considerations. 3.1 Research Method

Research is defined by (Collis and Hussey, 2003) as a process of enquiry and investigation which is systematic and methodical. In order words, it is to collect the data in a systematic manner, interpret it and develop ideas for the research purposes. The process of carrying out a research methodology will be clearly illustrated with the research onion process (Saunders et al, 2009). (See Appendix 3). The philosophies, approaches, strategies, choices and time horizons all make up the research onion and form part of the research design. The steps or layers in the research onion have enabled the researcher to be explicit in describing the methods used in this study, the process of data collection and data analysis. It has also acted as a guide to the researcher to explain each step without missing out necessary information. 3.2 Research Philosophy

According to Neville (2007), peoples perception towards the development of knowledge in the world is highly dependent on research philosophy. The Research Philosophy adopted in this study is important because it influences largely the way 09019800 22 | P a g e

research questions are asked (Saunders et al, 2009). There are three types of research philosophies, positivism, realism and interpretivism. This study adopted the interpretivist approach, because of its interest in the meanings that people attach to events (Bryman and Bell, 2007).The limitation of this approach from the positivism and realism view is that it is not objective and does not rely on numbers or figures. However, interpretivist approach complemented the objective of this study, which is to explore the extent to which employees in the bank have to go in other to meet the demands of the management, considering their individual perceptions, values and corresponding behaviours regarding display rules in the bank. It is most preferred because its main tenets lie in understanding and in depth analysis. 3.3 Research Approach

Identifying an appropriate research approach is important as the researcher is believed to faithfully observe and record what is seen without maintaining any prejudice. These observations when established as true can be used as a basis for building theories or laws. In order to establish whether these observations are true or false and to draw conclusions, inductive and deductive research approaches may be used. In line with seeing this study from the point of view of an interpretivist, inductive approach was adopted for this study. This is because the researcher as no prior assumptions in mind, she intended to move from the specific to the general, study a number of cases, analyse data and generate theories (Holloway,1997). As the aim of this study is concerned with the experiences of the employees at the bank. The researcher started by collecting data on the experiences of different employees, what this experiences mean to them and afterwards she analysed this data collected in the light of the prevailing theoretical framework. Deductive approach was not adopted because it is viewed as going from the general to the specific (Holloway, 1997) 3.4 Research Design

Experiences of employees regarding the performance of aesthetic and sexuality labour is a sensitive topic to embark on, thus, it was important for the researcher to identify an appropriate research design. This is because; the research design determines the framework for data collection and its analysis (Aaker et al, 2004). It explains where the research will be carried out, the research population, an explanation of how the research will be carried out, the method chosen and the reason for the choice (Saunders et al. 2007). According to Kumar (1996), the selection of an appropriate design is crucial in 09019800 23 | P a g e

enabling a researcher to arrive at valid findings, comparisons and conclusions. Ghauri and Gronhaug (2005) explain that a research design should be effective in producing the needed information within the time, budgetary and skill constraints on the researcher. Hence, a faulty design does not only give rise to misleading findings it is also tantamount to loss of human and financial resources. 3.5 Research Strategy

Research Strategy is the general plan of how the researcher will go about answering the research question. Two kinds of research methods that form part of the research strategy are the Qualitative and Quantitative research paradigms and either of these could be adopted in undertaking a primary research (Creswell 2003).

Qualitative method has been adopted with the objective of reaching deeper and broader understanding of this research area so as to obtain comprehensive data from employees, since Qualitative methods can be used to explore substantive areas about which little is known (Strauss and Juliet 1998,11). This method complements the inductive approach being used to understand different peoples experiences of aesthetic/ emotional labour and through an in depth analysis, it aims at capturing the unique socially embedded phenomena constructed from employees individual perceptions of their reality. The method adopted is also in alignment to interpretivism research philosophy as it promotes the value of qualitative data in pursuit of knowledge (Kaplan and Maxwell, 1994).

Quantitative method seems unsuitable for this research because it ignores the meanings people attach to events (Burns, 2000). As this seems to be one of the first studies into aesthetic labour in a Nigerian Banking Sector, the broad surface patterns that

quantitative studies produce may not capture the depth and complexities of the process which qualitative studies can (Mason, 2002). This is not to say this method has not being criticised by other researchers. Whipp (1998, 57) argues that qualitative approach uses small samples, hence, limiting the generalisability of findings. Burns (2000) is also of the opinion that the approach is subjective which makes the researcher able to influence the research in a way the researcher deems fit, this also affects the reliability and validity of the finding. Nevertheless, the researcher is confident that by explaining the procedure used, in addition to proper record keeping, greater confidence will be 09019800 24 | P a g e

placed in conclusions reached. Besides, this method has also been used successfully by other researchers in the field of emotion work (Brunton, 2005, Keithley and koskina, 2009).Data gotten from qualitative research could be through interviews and observations, but also might include documents, films or videotapes.

Concerning emotional and aesthetic labour in Nigeria, little information is known about that particular phenomenon therefore, exploratory research design was adopted by the researcher to try to find significant insights into the general nature of a problem (Aaker et al, 2004; Kinnear and Taylor, 1996). Exploratory research design is useful and more preferred when reaching sensitive subjects, it also complements qualitative methods which was adopted (Bryman and bell, 2003). 3.5.1 Primary and Secondary Data

The researcher adopted primary and secondary data to carry out this research. Primary data seems justifiable for this research because in depth interviews are appropriate for exploratory research to gather specific new information that may not have being derived otherwise (Saunders et al,2009).The researcher used Secondary data to carry out her research, this was used to explain better information gotten through primary data collection methods. Secondary data refers to any information collected for purposes other than the present study; it includes journals, official records, memos and other such documentation (Ghauri et al, 1995). Secondary data is perceived as a good source of background information forming a good starting point for leads on a new research (Blumberg et al, 2005). However, it is also being criticised by other commentators as containing information that may not be relevant to the research questions since the researcher usually has no actual control over how such data was generated in terms of credibility and accuracy (Bryman and Bell, 2007). 3.5.2 Case Study

Having in mind the aim of this study, an in depth understanding of the banking environment was relevant; hence, the researcher adapted a single case study approach. According to (Mohd Noor, 2008) a single case study helps to gain an holistic view of a certain phenomenon or series of events and it is believed that by conducting face to face interviews, the researcher was present in the natural setting, which is the bank, to take notes and make recordings. To achieve this, the researcher followed (Smirich, 09019800 25 | P a g e

1983) suggestions, and paid attention to the marketers in the bank and how they construct and reconstruct their reality. The case study method is perceived as appropriate to generate such insights ( Yin,1994). In alignment to the research being explorative in nature, case study approach also seems appropriate as it allows for efficient collection of data. The data therefore, provides deeper understanding of the business situation and processes in the banking sector. In hope that this information when generated may add to the shortage of material and research on emotion work in the Nigerian Banking sector ( Cassell et al 2002). The case study approach has been criticised as lacking rigour and providing little basis for generalization (Saunders et al, 2009).The Author however, tried to overcome these weaknesses by given a clear and detailed explanation of research questions as suggested by Yin, 2009 and makes it clear that the aim is not to generalise findings. Cronbach (1980) suggests that the results from this type of study can be extrapolated; it can be applied to other situations under similar but not identical situations (in Patton, 1987, p.168). The researcher therefore hoped to generate findings that can be applicable to a wider range of banks but adaptable to particular circumstances. Examples of Researchers that have been able to do this successfully include Townsend, 2007 in the study of emotional labour in a call centre and Van Maneen (1999) in the study of aesthetic labour in Disney land. 3.6 Background to the Study

The data for this research was collected from a private sector commercial bank Omega Bank Nigeria. It has over Two hundred (200) branches across the Thirty- Six (36) states in Nigeria making employment available to over six thousand male and female bankers in the country. There are two broad departments in each branch the operations and the Services, the operations are in charge running the day to day operations of the efficient running of the customers accounts in the bank. The services department, make up the customer services and marketing team and they are responsible for selling the banks products and services and increasing the customer base. The operations department is divided into funds transfer, cash, and teller units. The cash and teller unit consists of the bank tellers and note counters. The job description of the marketers is to increase the customer base in the bank, since most banks operate and sell similar products in Nigeria. Nigeria is a cash based society, even though there is a wide gap between the rich and the poor, hence there is a constant battle of getting deposits. The main 09019800 26 | P a g e

responsibilities of the operations staff, bank tellers are to receive deposits, however that of the marketers is to source for the deposits through intensive marketing of the banks products. 3.7 Sample Population, Sample Size and Sample Technique

Sample population picked for this study is Omega Bank Nigeria, this sample population was picked by researcher for several reasons. Firstly, it is a service sector, employees are given roles that relate directly with customers and Clients (Bach, 2005) Secondly, in relating with these customers, they are rewarded for the display of emotions such as professionalism, friendliness and enthusiasm that they display, however, it is inevitable that these employees feel these emotions at all times. Hence, the performance of emotional labour. Thirdly, Omega Banks main aim of corporate objective is to generate capital through Intensive retail marketing, which encourages the performance of aesthetic labour to generate funds. Finally, access was negotiated with Omega bank Nigeria. Other banks in Nigeria were excluded since it had been impossible to build a rapport with them. Within this population, a sample was selected in order to ascertain that those relevant for the study were a representative of the population. The Author considered the Marketers in the bank. Bearing in mind that sampling technique chosen is usually a function of research questions and objectives of the study. Judgement / purposive sampling was used to choose the sample size. It seemed appropriate because according to Saunders at al (2009) it is a sampling technique that picks samples that will support the a researcher in answering his/ her research question and invariable, meeting objectives intended. The study therefore adopted a sample size of Thirteen (13) male and female marketers and one human resource personnel out of Thirty (30) staff. The Author believed that the marketers in this position were more likely to give a description of lived experiences of emotional /aesthetic labour performed in the bank. The human resource personnel, on the other hand, was in the position to provide information on display rules guiding the performance of emotional and aesthetic labour and the extent to which the performance is required in the organisation. Given the in depth interviews conducted, time and resources available, this research sample size seemed adequate to get the balance between depth and breadth of this business situation. Nevertheless, the author is not looking to generalise findings so the sampling size and strategy are not limitations to the quality of the research findings. 09019800 27 | P a g e

3.8

Data Collection

There are various data collection techniques available. The type of research undertaken determines the most appropriate method of data collection. For this research, the primary method approach was employed in order to enhance validity of the data and improve quality of research. Hence, interviews were considered the most appropriate method of data collection. There are three types of interviews, the structured interview, semi-structured and the unstructured interview (Saunders et al 2007).

The Author perceived Semi Structured Interview appropriate for this research as it allows for openness during the interviews and avenues are created for spontaneous discussion and follow up questions. This method of interview was also implored

because of the explorative nature of the research (Saunders et al, 2009). It allows the researcher pick up new information and insights into areas previously not considered while generating rich data and enough room for self-expression for respondents (Hair et al, 2007). Justification for this method also includes the fact that emotions are subjectively experienced, this method will allow for sufficient information because respondents have directly experienced the phenomenon of interest (Cope, 2005,). Hence, the researcher was able to take advantage of social cue expressed by the respondents, social cue being voice, intonation and body language (Opdenakker,2006). With the sensitivity of the research area, emotion, aesthetic and sexuality labour, questionnaires and structured interviews would have limited, to a large extent, information derived from the research (Robson, 2002). Interviews however, have been criticised by Marshall and Rossman (2006).They argue that the presence of the

researcher could affect the trustworthiness of the data, since it can be influenced by researchers views, thereby raising issues of validity and reliability(Burns, 2002).Qualitative approach also usually uses small samples, thereby limiting the ability to generalize findings (Whipp, 1998). The researcher however, improved on these shortcomings by explicitly explaining the procedure used in addition to proper record keeping as suggested by Guba and Lincoln (1994) thereby increasing dependability. Saunders et al (2009) supports the method adopted by arguing that findings made through such methods reflect reality as at the time such data were collected hence is not necessarily meant to be repeatable. Besides, findings as discussed earlier may not be generalized but applicable in most banks since most banks in Nigeria and indeed Africa are similar in organizational structure, practice and composition. 09019800 28 | P a g e

3.8.1

Interview Process

The researcher managed the interview effectively. She created a rich dialogue by asking questions discussed in the previous chapter. With the help of an interview guide (See Appendix 4 ) the process was deemed effective. In addition, the author listened

attentively, probed with caution and also made use of follow up questions to obtain a deeper and fuller understanding of participants meaning (Legard et al

2003).Respondents were urged to answer questions generously

and also express

themselves in their own words. This seemed successful with the use of semi-structured interviews (Ghauri and Gronaug, 2005). By being open to contrary findings, interview bias was avoided. In accordance with Flicks (2006) criteria, when carrying out the actual interviews, the researcher did not direct participants responses so that researchers own view point was not imposed on the participants frames of reference. The author made use of a voice recorder and very few notes were taken so that she would be able to devote her full attention to listening to the interviewee and probing indepthly (Legard et al 2003). Voice recorders provided an accurate and verbatim record of the interview, capturing the participants hesitations and tone in details that would never be possible with note taking. The interviews were taped (with one exception where permission was declined), in this case note taking became relevant. Recordings of the interview were stored on a computer file along with the transcripts to which the researcher has sole access. 3.9 Validity and Reliability

Validity is concerned with whether the findings are really about what they appear to be about Saunders et al. (2003, P. 101) whereas reliability refers to the stability of the measure (Ghauri and Gronhaug, 2005, P. 81). Validity was less of a problem during this research, due to the probing nature of qualitative interviews thus making it easier for the researcher to make inferences about what was said. One of the threats (as identified by Saunders et al 2007) to the reliability of this research was the participant bias, this bias was countered by ensuring the anonymity of the participants to the interviews encouraging the eliciting of their honest opinions and thereby improving the reliability of the findings.

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3.10

Ethical Considerations

In any research and at all stages there are ethical considerations ranging from the formulation of the research topic and design, data collection methods, analysis and storage (Saunders et al, 2009).The researcher got permission to conduct this research from the target organization by guaranteeing confidentiality and anonymity. Before data was collected from participants, the researcher obtained informed consent, in order wards, researcher provided the research participants with information regarding the purpose of the study ,how the data will be used, how much of their time will be required for the interview and a confidentiality note to assure the respondents that whatever is discussed will be kept confidential. 3.11 Data Analysis

As advised by Lee (1999), the transcription method used to write up the responses was chosen, as it is useful for the research questions. Preceding the collection of data, response were transcribed verbatim (Kvale, 2007), pauses, emphasis, overlaps and emotional expressions were included. The Transcribed interviews were analysed using Narrative Analysis. The author used narrative analysis because it is relatively straightforward and transparent. Also, In line ,with the interpretivist perspective, as it captures every individuals different experiences. (Hiles and Cermak, 2007). 3. 12 Limitations The research, even thou diligently thought out and executed, possessed its inherent limitations. Limitations of research include the limited time in which research had to be completed, hence, the use of one case study. This has made it difficult for the findings to be generalised, the author stated earlier that findings are not intended to be generalised, however, this still this reduces the value of the study. It is necessary to point out that the operations and staff of Omega bank Nigeria is fragmented, there are over fifty branches in Nigeria, and differences exists between individuals at these different branches. The research focused on Thirteen individuals in one branch which alone has thirty staff, this bank chosen for the study therefore is not representative of the total population of all Omega bank branches in Nigeria. Provided there was more time available to the researcher, a detailed research may have been conducted. Another limitation of this study is the researchers in ability to get documentary secondary data from the bank studied, she was not able to collect them due to confidentialiy issues. 09019800 30 | P a g e

Also because of the sensitivity of the topic of the discussion, respondents were opened to discussion. However, the author was patient and listened attentively, which eventually improved the value of information derived from the respondents. Nevertheless, the recognition of these limitations to the research brings credibility to the study because every study has limitations. Despite these limitations, the researcher has been able to use appropriate methods and she has given reasons for applying these methods. 3.13 Conclusion The chapter focused on how research should be undertaken and it helped the researcher understand certain methods and why they have been adopted. The researcher chose the interpretivist approach so that participants of the research are able to tell their experiences on the performance of emotional labour. The inductive approach is preferable because the researcher aimed to start by collecting data before analysis as this seemed to be the right way to approach this study Qualitative methods was adopted as it may be used to explore substantive areas about which little is known. The primary data was collected through semi-structured interviews and secondary documented data. The interview guide is made up of twenty questions. The use of semistructured interviews is to enable participants make explanations on certain topics. In alignment to the research being explorative in nature, case study approach also seemed appropriate as it allows for efficient collection of data. The data Analysis was used in line with the interpretivst approach to understand the marketers experiences individually rather than in themes. Finally, the data is analysed and interpreted; it yields the findings which would be stated in the next chapter.

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CHAPTER FOUR

ANALYSIS OF FINDINGS

4.0

Introduction

This chapter discusses the detailed findings gotten from the primary data collected, aimed at exploring the nature of emotional labour experienced by employees in the marketing department in Omega bank Nigeria. As mentioned earlier in previous chapter, one human resource assistant and twelve marketers were interviewed out of sixteen marketers at the branch. Five (4) male marketers with an average of a 29.4years old with a job tenure of 3-5 yrs and Eight (8) female marketers with an average of 28yrs with job tenure of 3-4 yrs . These employees relate to customers directly. These results are explained in a narrative form (Kvale 1996) by answering different questions from the semi-structured interviews and using some direct quotes from the interviews. 4.1 Results of Semi-structured Interviews in Narrative and Summary forms Subsection 4.1.1 presents the results of the interviews and some quotes by respondents to support answers while sub section 4.1.2 summarises all the findings of the interview in Table 4.1 4.1.1 Findings in narrative forms The first question asked by the researcher was directed at the HR Assistant What is the criteria for choosing marketers, is it different from that of choosing the rest of the staff? The aim of this question was to assess if aesthetics is considered a criteria in the course of recruiting marketers. From the findings, it is apparent that there is a standard recruitment and selection process for every employee recruited in the bank, however there is a trend for recruiters to select staff with self-presentation skills in preference to experience or technical skills. The Human Resource assistant stated that, ...Marketing team have to be stronger and have better negotiating skills, interpersonal skills, good communicating skills, I mean a marketer is the face of any bank... we take great caution with these extra attributes, (Smiles) in fact to be honest with you the persons body language has to be beautiful. When asked what he means by Body language, he said 09019800 32 | P a g e

There should be an aura around the person which draws attention.... Beauty is very important in our bank, research and experience shows that one is more likely to agree with someone that is good looking , rather than someone who is not... Subsequent to the first question was Does this strategy align with the company strategy; if yes explain the motive behind this strategy? This question was asked to find out reasons, why there seems to be a new, or at least more explicit emphasis on bodily appearances in the role of a marketers. According to the findings for this question, effectiveness of service transactions depend to a large extent on how

employees 'come across', on how their moods, appearance, demeanour and personality are perceived by customers, the Hr manager responded affirmatively saying Yes, the strategy definitely aligns with the companys strategy. We are a customeroriented business competing with Twenty-Four other Banks for few customers money we are required to give these customers excellent services to get their transactions... Following this question was Please explain the criteria for promotion, rewards and redesignation for marketers. This question was asked to find out what determines a marketers success or failure at his or her job. Findings from this question show that success at a marketers role in the bank is to a large extent determined by how much of his/ her targets can be met, the response from the Hr Manager was as follows: We run a meritocracy here, we have rules and everyone gets promoted based on performance.... regarding how well their targets are met.. For investigating how important retail marketing is to the bank, The researcher asked the fourth question What is your companies view on the importance of networking the response from this question suggested that Omega bank like most banks in Nigeria are very keen on networking. This may be attributed to absence of a strong, wellestablished customer base. Hence, networking serves as a key factor to the survival of the business. Hr manager answered saying Networking is very imperative..... it keeps us in business, it is only through networking that you can build a solid customer base. Our Referrals and customer retention stem from networking....

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Following this question the researcher asked who copes better with the demands that come with the job male or female and what is the reason for this? This question particularly was asked to discover if the role of a marketer is gendered, response showed that in Omega bank the men were as important as the women the Hr Assistant replied this question saying They both fit into the culture of the bank easily and record has shown that the female have more male clients, while the male has more female clients,......to reach a wider pool of market A follow up question, though, not in my list of interview questions was why do you think male attract more female clients and vice versa? He said he could not really explain it. The next set of questions were directed at the marketers, Is there any form of training available for newly recruits? If yes,what kind of training? The response from these questions hardly varied with any respondent most of them confirmed that they had actually participated in a formal training on joining the bank, however, they have been given no training specifically for marketing, a respondents answer for that question was Yes, Omega intensive training, a Ten week course on the banking foundation to know the products to be marketed........(R, 4, 2010) This question that followed this was to investigate into training provided, what it entailed and what information given to the marketers to prepare them for the demands from the job, Are job descriptions and expectations made clear during training, information regarding promotion, rewards and transfers? Findings from this question varied as two out of twelve respondents said yes, suggesting that anything

else could be learnt on the job. However, the remaining respondents countered this opinion. Some responses were Noooo , not at all, I have no job profile or descriptions ........ Descriptions, demand, expectations, all this means is meet your targets (R,8,female 2010.) Training, hmm, I said they dont give us training, they ask us at the point of recruitment, how much can you bring in? Who do you know ?If you can bring in so so

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so amount then you will be promoted to the next level after three months......at the point of recruitment, you know exactly what is demanded (R,6,2010.) The question that followed that was to inquire into display rules guiding their work roles and if the males responded differently to it than the female a Vice versa. What are the explicit demands (display rules) during training, does response to these training differ between male and female? Findings from these questions revealed that display rules such as being polite, empathic, kind, and courteous and ensuring a warm reception for all customers was taught, however, response to demands did not differ between male and female You have to be nice, polite and cautious, you have to be well dressed especially when you go to peoples offices, you have to be slow to anger as well (R 13,male,2010). Ten respondents out of twelve went further to suggest that even though the management required them to be nice to customers, they were also some implicit demands that were required but not directly stated. Some responses were ......We are told to look good and be nice to our customers, but they dont tell you other things ,that they know will be experienced on the job, they expect you to use your discretion to deal with customers, come down to peoples levels when you need to .Do what it takes to meet your targets(R,11,male,2010). Customer is key thats what we are told , However, a lot more are not said. .... even though he didnt say anything else I knew he meant get the money not caring how it happened... (R,4,female,2010) The next question asked by the researcher was Is there any specific training regarding networking? This question seemed relevant because, from the responses, the author intended to find out if the management equipped the marketers for what seemed to be the key aspect to the survival of the business. All respondents said no, two out of twelve respondents were of the opinion that it is normal not to be trained on networking saying learning on the job was sufficient, statements from one respondents is No ,you are not trained on networking but, you go in two or three, with someone with experience .....you learn on the job, which is ok (R,3,female,2010). 09019800 35 | P a g e

On the other hand, some respondents perceived it as wrong and unofficial, statements supporting this are Training regarding networking, hhmm(surprised face) nothing like that oh! They expect you to do it yourself, just go to the streets and talk to anybody you see.....so unfair (R,7,Female2010) You are not trained to network, I used to be in operations when suddenly my boss came one day, and said (called her name) you are looking very beautiful today, come with me to a meeting with a client,.......She insisted I saw him afterwards, saying his accounts are in billions. If I was able to get him to deposit in the bank, I will be promoted...Well I got the account eventually. (she looked at me and said) No, you are not trained to network, not at all (R,6 Female 2010). The researcher asked the next question Do you think the training provided has given you all it takes to carry out your specified roles? Response varied between respondents, two out of twelve respondents said they were given sufficient training, while others said they were not. Some respondents replied saying No, training is very poor, we are not trained to carry out your our roles, you are trained on products which you dont even market at all, all you do is go to big(rich) mens office and beg for money.....(R,7,Female 2010) No,... I meet women older than my mother that harass me to,,,, all because I am in need of deposits,.....No, training is even sufficient for this role (R,11male, 2010). No it is not sufficient, it is the short skirts and figure, that you show to men......A marketers role has nothing to do with spoken English. .....you will tell them how much your target is and they will tell you they will double it, and ask, what are you doing this weekend....?(R,6,female,2010) The author asked the next question to explore job satisfaction at the bank What do u think about the targets given to you in your office, are they realistic?Findings from two respondents suggested that targets should never be realistic if not they would not be referred to as targets, other respondents were of the opinion that the targets set were unrealistic and can be perceived has an avenue of getting exposed to harassments from clients, few of the replies researcher got were 09019800 36 | P a g e

targets are very huge on this side of the world and it is mostly monetary , in billions, and this most times, make people desperate to get funds ,even date customers however I am principled and will not be involved in such .....(R,4 female,2010) No.... I have to work on my beauty to entice men to give me the money, this is life you have to be diplomatic......(R,9,Female2010) Is 250 million in a month realistic?..... However I do what I have to do I have a family to feed... ....(R,11Male ,2010) They are not realistic, how do you meet targets up to 250 million, in all honesty, they know it is impossible, maybe they want you to steal or prostitute for money ,like I did last month begging about crying for money, the guy insisted I met him at 8o,clock at a hotel, thats so ridiculous...... (R,7, Female 2010) The next question the author asked was do you get allocated clients or do you have to get them yourselves? This question aimed at identifying how much support the marketers got from management at the bank. Findings suggested from all respondents that both happen, they are allocated clients especially as a newly recruited. However, after a few months they have to source for the clients themselves, some replied saying You will sought yourself out, find out where the big men are going to be and go to the bars to network, thats the way it works around here....but at the end of it all ,you are highly rewarded (R,6,Female,2010) Typically one is expected to build a clientele themselves, so we all work towards landing a big one someday (R,2,Male,2010) The author thought it appropriate to investigate the extent to which marketers will go in carrying out their role successful, the next question therefore was How passionate are you about your job. Two respondents out of 13 were in the marketing department because they enjoyed meeting new people, their response was Ehhm, Im passionate, but anything that contradicts my personal values, or morals I will not be involved in....( R,3,Female) On the other hand, the remaining respondents were not passionate, some replied

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I, m not passionate about my job, in fact I am very unhappy at my job, but I put all that aside and thrive to any extent to get my work done, I dont like being associated with failure( R,6 female,2010) I am not passionate about my job at all, it kills my passion because the job role I expected when I was recruited was not to have to date married women to be

successful .However, I meet my targets ,I have a family to feed. My job puts food on the table, I will go any length...... (R,11,Male2010) This job puts you through emotional pains, how can one be passionate about it.. when you dont meet your target you are the laughing stock of the meeting for that day....wish you could be present in one of our meetings its really embarrassing when you dont meet your targets....(R,7,female,2010) To investigate whether or not the marketing role is gendered, from the point of view of the marketers, the researcher asked Do you think you cope with demands and

perform better than the men and vice versa? All the respondents perceived the said everyone worked hard to retain their jobs, however, women rise faster, According to a respondent .... we all leverage on different things to ensure targets are met, ranging from looks to social networks (R,4,2010) The researcher asked following that As a woman or a man, do you think you need to prove yourself more at your job than the opposite sex? If you do, what is the reason? It was found that every marketer felt they needed to prove themselves daily at their jobs Hmm, we all strive to reach these targets, everyone uses their best features to get what we want and we have all got it ,if not we would not have being recruited in the first place....(R,8,Female 2010). The question that followed that was Is there a professional dress code employees are expected to follow in the bank? This question was asked to investigate into aesthetic labour at the bank. Respondents all had similar answers, they wore dark coloured suits however, the women responded that their suits were fitted and they had to look very classy because of the status of clients they sought to attract. 09019800 38 | P a g e

To what extent do you think your physical appearance contributes to your success in the organization, this question was asked to explore how important aesthetics is to the marketers; the marketers including the men said it contributed 100 percent. One of the respondents stated that Hmm, to a large extent, men like to do business with pretty women, there is a girl in my branch, we were both chasing the same customer, I finally got the deposit because I know how to use what I have to get what I want (R,6,Female2010). The next question following that was Do you face any male or female harassments in carrying out your role in the bank, if yes, Give incidents please. Every respondent had experienced harassment. However, they all had handled it differently. Some stated that Harassments, ah, plenty, every other day in fact. I went to a clients office for money he asked how much I needed I said 250 billion, he said he will double it if I stayed the weekend...... (R,6 2010) On the job, I meet women hold enough to be my mother that their husbands are very wealthy ,they promise you will get their husbands account if you date them, quite sad but its a normal occurrence (R,11, 2010) Oh yes, I have faced once, when a customer grabbed my butts, I was so livid, and reported to my boss..... but most women dont care about reporting, they would do it to meet targets and exceed it, and also for their own selfish greedy pockets (R,3, 2010) The question that followed that was Do you as a male have more female clients than male clients and vice versa, if so what do you think is the cause? This question was asked, to shed more light on the extent to which gender determines clients, following from what the Hr assistant reported, the females admitted to having more male clients and vice versa. They perceived the cause of this as a trend owed to the society they live in, one of the respondents stated that Yes, I deal with more men, I guess that is just how it has been, men prefer to deal with me ,maybe because Im nicer to them (giggles)...(R,6,2010) The final question asked by the researcher was Do you work more on your looks than at your role in the bank or are both as important as the other ?If you do, what is 09019800 39 | P a g e

the reason. Two out of twelve respondents admitted to working on both saying both were as important, as the other. The remaining respondents, admitted to concentrating on their looks more. They were of the opinion that their look is the secret behind their success at their role. One of the respondents replied .....Yes oh, no body will give you deposits if you are not good-looking..... Looking good serves as a marketing strategy (R,6, 2010).

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4.1.2

Summary

The summary (see appendix 5) provides a brief description of the results obtained from employees of Omega bank Nigeria. The findings indicate that all marketers brought emotions into work and some performed emotional labour in their relations with clients on a daily basis. Criteria for recruiting and selecting marketers in the bank are based on both technical and soft skills. However, more emphasis was placed on aesthetic and soft skills of the employee. Three respondents out of twelve reported that they were selected for the position because they are highly networked, while other respondents did not dispute this, not all mentioned it. Furthermore, male and female were given equal opportunity at the recruitment and selection process. The human resource assistant attested that laying more emphasis on soft skills and aesthetics was a strategy that was adopted because of the organizational benefits that came with it. Perception towards training at the bank varied between respondents, they all confirmed that they were trained on the general basics of banking. However, that was not sufficient for carrying out the role successfully, as it entailed much more than that. Two out of twelve respondents were of the opinion that training was sufficient, as their role as a marketer is about networking, hence, they need to learn on the job. On the other hand, the remaining ten complained that training was not sufficient, thereby making it difficult to network, which the Hr Assistant saw as crucial regarding the growth and success of the bank. Display rules required to carry out their roles were majorly soft skills, while ten out of twelve marketers said there are some implicit demands not directly prescribed by the employers but requires to fulfil their role. The remaining two said soft skills were all they needed to manipulate the clients perspective towards the products being marketed. The attitude of the employees towards their job and the target margin set by the bank varied. Two respondents saw targets as realistic; they explained that targets usually are to keep them on track, implying that if they were unattainable they will not be viewed as targets. Ten respondents on the other hand perceived the targets to be unrealistic and opened doors for sexual harassments at the bank. It will be interesting to know that there were different views expressed even for those that perceived targets as unrealistic. Seven of them said they will give all it takes to attain it and three others said they would not go against their principles. The women attested to reaching their targets more than the men did, however, they were appraised more strictly than the men were. Job evaluation at the bank was based on 09019800 41 | P a g e

performance as both the employees and the Hr Assistant attested to this. All respondents were of the opinion that meeting targets largely influenced job promotion, rewards and designation. The marketers considered aesthetics as imperative just as the Hr Assistant mentioned as well. While ten marketers capitalised on it as the major thing that aids networking, Two respondents admitted that though looks are important, the client also has to perceive them as competent enough to perform the roles effectively. Hence, the use of technical and soft skills is paramount.

4.2

Conclusion

The researcher found that the marketers are recruited and appraised based on looks and performance. Performance however is closely linked to gender. The marketers job involves bringing emotion to work. While some perform emotion work and find pleasure in meeting new people, others perform emotional labour. A high level of emotional and aesthetic labour is performed. However, aesthetics labour moves to sexuality labour when employees have to sexualise themselves in order to reach their targets. In the following chapter, these findings
are compared with the findings from different researchers in the literature review of chapter two .

They are then analysed and discussed in detail.

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CHAPTER FIVE

ANALYSIS AND DISCUSSION OF FINDINGS

5.0

Introduction

This chapter provides detailed analysis from the findings in the previous chapter. The findings in the previous chapter will be compared and contrasted with the literature review in chapter 2 relating to the literature review. This analysis answers the research questions of the project and ultimately paves the way to achieving the purpose and objective of this research.

5.1

Analysis and Discussions

Following from the previous chapter, it is evident that the findings is supported by most of the existing literature discussed extensively in the chapter two of this research, which has emphasized the general performance of emotional labour in an interactive service sector work (Hochschild, 1983). To enable the researcher meet the objectives of this research, the issues of recruitment, training, job satisfaction and aesthetics in Omega Bank will be discussed. 5.1.1 Criteria for recruitment According to the findings, networking in Omega bank is imperative. Therefore, the marketers have the responsibility of making interactions with customers in a warm, friendly and knowledgeable way to thrive in the competitive banking industry. This is in line with Noon and Blytons (2007) statement, that in the service industry, what makes a difference is the type of emotion the buyer is capable of inducing in the seller, with the intention to create a favourable response. At the bank, there is a standard recruitment and selection process based on both technical and soft skills as seen in Callaghan and Thompsons (2002) study, where management required new recruits to have both skills to gain employment in a bank. However, when recruiting marketers, the employers look out for those candidates that possess soft skills such as being polite, nice and helpful. As Grugulis (2007) noted, employers have began to value attitude and personalities over academic skills. The Hr Assistant indicated that in addition to soft skills, the selection process is largely based on the physical attributes of the candidate. Like (Davies, 1990) argues, an organization has to be particular about the physical attributes of the employees as service being sold is intangible and cannot be measured. This physical

attributes and appearance required during recruitment is what Warhust and Nickson (2009) 09019800 43 | P a g e

refer to as aesthetic labour. The Hr assistant said it explicitly that beauty is very important in our bank, implying that a beautiful candidate had a better chance of being selected than those who did not fit into the banks requirement. This statement is clearly supported by Oaff (2003) when the author said that if race and gender has not kept a candidate from being shortlisted, physical appearance still might. Aesthetic labour plays a central role in the performance and success of the bank which invariably leads to competitive advantage. The Hr assistant said experience shows that one is more likely to agree with someone that is good-looking, rather than someone who is not. This viewpoint is consistent with (Pettinger, 2004) who found that organisations capitalise on their employees good looks for organisational benefits. Nickson et als (2005) survey of UK employers revealed that employee appearance was important in recruitment and selection. The researcher also learnt from some employees that who they knew and how much they could bring into the organisation was as important as their physical attributes. It was interesting to find that at this bank, it was not about looks alone; highly networked candidates also had a large chance of being selected into the organisation. It is noteworthy that contrary to findings from Taylor and Tylers (2000) study of employers that selected a vast majority of women for emotion work; male and female at this bank were given equal opportunity at the selection stages. 5.1.2 Perceptions towards training The bank operates a training school where all employees attend a ten-week course on banking foundation. All respondents admitted that they were aware of established rules regarding behaviour towards customers laid down by the company. The marketers and other staff that related with the clients were trained to be nice, polite and slow to anger. This study identified Hochschilds (1983) findings on her study of flight attendants where during their training they were told to smile persistently as that was what influenced the return of the customer. The finding however, contradicts Rafaeli and Suttons (1987) research at Walt Disney, where employees were trained and also given highly scripted rules to memorize and follow, the marketers were only trained for interpersonal skills development and told emphatically that customer is always right. Hence, they should be slow to anger and dress properly as they represented the bank everywhere they went. Marketers neither stayed in their offices nor had their emotions tightly controlled, however, they were still guided by display rules. This confirmed Harris (2002) study on emotional

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labour experienced by professionals, where he found that their jobs are governed by formalized codes. Respondents complained that job descriptions and expectations were not clear, as their job really was not to market the banks products but to make sure that their targets for the month or week as it may be, was attained. Target in this context are usually expectations from the employee set by the banks to keep the employee working towards achieving a particular goal within a limited period. For example, the employee is given a target when the employer tells him/her that within a set period he/she should bring an amount of money as a form of deposit from a client into the bank. This contributes to the success of the bank as the more deposits the bank has, the stronger the capital base. Research had shown that new generation banks in order to thrive in the competitive banking industry set high targets and this brings about aggressive marketing between the marketers (Banguda, 2010). The researcher found that respondents perceived training differently. A few marketers said the training they got was insufficient to carry out their roles at the bank thus, they learn on the job (through observation of display rules) and from their mistakes. This evidence is supported with Ashforth and Humpreys (1993) discussion about some display rules being as a form of organizational norm, where there are no strict rules guiding the kind of emotions displayed. In addition, like Seymour and Sandifords (2009) study of pubs, majority of display rules were learnt through socializing and learning from mistakes. The study revealed also that new recruits were placed under supervision of a senior colleague to receive on the job training since what is learnt at training school is theoretical. This finding identifies with Rafaeli and Sutton (1987) where they proposed that people learn organizational display rules through observation of more experienced co-workers. On the other hand, some respondents said the training they received regarding the display of emotions was not sufficient. They confirmed that they were trained to be polite and helpful. However, sometimes their job role demanded much more than that. Warhust et al (2000) conceived that employees bodies were made up to embody the desired aesthetic of the organization. Hence, it was not surprising when respondents said they were also told during training to look classy and expensive to clients offices. They explained that their managers usually expect them to use their discretion to handle whatever situations they find themselves and since they meet different people every day, different clients demand different things. A marketer gave an incident where she went to a customers office for marketing purposes, he said he was going to give her the deposit she needed if only she stayed the weekend. As far as she was concerned, there was no training sufficient to handle that situation. According to the 09019800 45 | P a g e

findings, emotional labour and aesthetic labour at this bank were explicit demands. However, the implicit demand is when the marketers move beyond aesthetic labour to sexualise the customers in order to meet their targets. This in line with Thompson and McHugh (2002) statement, that sometimes in occupations employees are required to respond positively to uninvited sexual encounters as part of their job leading to sexuality labour. 5.1.3 Workplace satisfaction Despite the fact that Omega bank was particular about employing beautiful candidates who possessed soft skills during the selection process, they still had marketers who were happy and managed their roles successfully and those who did not. This viewpoint is consistent with Grugulis (2007) who identified that some workers may be able to manage their emotions properly thereby finding pleasure in their workplace and others may not thereby performing emotional labour. The researcher found that reaching targets was the main reason why marketers performed emotional labour, aesthetic labour and in some cases sexuality labour. This finding reaffirms the argument by Filby (1992) that employees flirt deliberately with customers for individual benefits. Some respondents said they viewed targets as what pushes them to work harder, they knew a lot of people and were highly networked; hence, reaching targets for them was not an issue. For example, one of the respondents said her uncle works with the government and that was one of the reasons she was employed, so she could bring in the government account to the bank. She derived joy from doing her work. This is in line with what Korcynskis (2002) emphasis that employees abide by display rules simply because they enjoy the nature of their work. However, Mann (2006) argued that to some degree or the other, conflict will exist between what the individual really feels and the emotions they are required to display. Hence, it was not surprising to find that eleven out of thirteen respondents viewed targets as unrealistic hence the performance of emotional labour (Hochschild, 1983). Some respondents saw it as a demand, which if met, came with a reward so they were willing to go the extra mile. One of the males said that he has a family to feed and since promotions and rewards came with reaching his targets then he had no choice but to do whatever is required of him. Bolton and Boyd (2005) proved to be right when they said that some people suppress their emotions for the commercial gains that come with it. Some respondents said targets made them feel discouraged and unhappy, they complained that they were being insulted at meetings for not meeting their targets, but they had no choice than to stay at work 09019800 46 | P a g e

and be cheerful. This confirms Van Mannen and Kundas (1989) study of the ride operators at the amusement park, they pretended to be happy and experienced emotional numbness. Other respondents, complained bitterly about not being able to meet their targets. However, to stay on the job or even be promoted at all, they had to network, meet other people and bring in accounts. Some of them admitted to begging for money from customers. A particular female said that she typically finds out where wealthy men will be, usually at the bars, and she goes there to market them. Another one said that in some cases she has cried just to manipulate her way and make the client feel for her. This is in line with the report of the (Chukwubuikem, 2010) where he quoted a representative of the government saying that women are parading the corridors of offices, knocking on doors and crying for their targets to be met. It is interesting to note however, that the men were put under the same pressure to deliver and had no excuses not to. The information found is contrary to Hellers (1980) opinion that emotional labour is clearly gendered as a womans role, this is not to say it is not, but not in this bank where promotions, rewards and appraisals all depended on one thing, reaching targets. This called for a gender case because the researcher was not able to detect any difference, regarding how both sexes coped with these demands placed on them. Nevertheless, the respondents all admitted to the fact that the females were better at meeting their targets than the men. The men were of the opinion that women were easily trusted and had the natural ability to influence individuals. This aligns with Broody and Halls (2001) report that women were considered to show concern and be more interpersonally sensitive. A lot of researchers have attested to women being evaluated more than men in jobs that required working with emotions, (Carli et al, 1995; Heilman and Chen, 2005; Shackelford et al, 1996), because they viewed women as being able to manage their emotions better than men. However, findings from this study do not support this argument. At Omega bank the men were appraised more strictly than the women, they expected even more from the men; this kept them on their toes at all times. Considering the intense emotional labour the marketers seemed to be performing and Hochschilds (1983) argument that emotional labour causes emotional deadness sometimes affecting the normal conversation with family. It was surprising to find that home was a get away from the busy life the marketers had at the office. Three of the respondents dreaded work but could not wait to get home to their family. 09019800 47 | P a g e

5.1.4 Significance of aesthetics on the Job Postrell (2003) argues that how an employee looks is as important as the furniture or beat of background music at the office. This statement is adopted explicitly at the bank. Aesthetic seemed to be a very significant part of a marketers role, drawing from previous paragraphs, the Hr assistant and marketers saw it as an integral feature which either brought money in for the organisation or gave a marketer an edge over the other. This viewpoint is consistent with Witz et al, (2003) opinion that employee appearance not just feelings are transmuted and controlled for commercial benefit. The marketers wore dark coloured suits carrying out their role at the banks. These suits were to give them a different look that represented the bank, so they could stand out from other bankers. Some of the employees said they wore fitted suits to entice the clients into giving them deposits. Evidence has been provided that employees are meant to be aesthetically pleasing not only to their employees but their customers (Hochschild, 1983). At the bank, it was against the rule to wear anything that was too revealing even though it is obvious from previous paragraphs the marketers sometimes perform aesthetic or sexualised labour to meet their targets. This contradicts the findings from the study of Disney land where Van Maanen (1999) found that women were expected to lick their lips and wear sexy uniforms. It seems to the researcher that even though both staff performed aesthetic labour, the way it is performed is more explicit in low skilled jobs than professional jobs. On the other hand, the findings from this research confirm Hochschilds (1983) statement that organizations can portray different kind of looks to differentiate themselves from others in the market and attract customers. While two of the respondents said physical appearance was not all that important, the rest of the respondents admitted that their physical appearances contributed 100 percent to their success in the organization. One of the respondents reported saying that the girls used what they had to get what they wanted. This is in line with Rafaeli and Vilnai- Yavtezs (2004) observation that the physical attributes of the marketer may manipulate clients emotions and perceptions. The marketers reported that the need to meet their targets exposed them to sexual harassments. This evidence buttresses the argument by Filby (1992) that aesthetic labour involves a lot of sexual harassment. All the employees agreed that they had been harassed sexually including the men. One of the respondents said it is not possible to be a marketer and

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not be harassed sexually. (Filby, 1992) also argues that women performing emotional labour put up with sexualized encounters.. Interestingly, the marketers handled sexual harassments differently, some group of employees were adamant and argue that though reaching their targets was vital they would not do anything to jeopardise their integrity. This contradicts Cokers (2007) statement when he stated that girls are desperate to keep their job and will stoop to any length to raise the money needed. Some respondents on the other hand, were not strictly against sexual

harassment, they saw it as a normal occurrence and said that they could be diplomatic and manipulate their ways around it, because that was the only way that they could reach their targets and bring money into the organisation. This is in line with Filby (1992) study as he found that employees encouraged sexuality labour for organisational benefit. Other respondent said they need the money so they would do whatever it takes. The respondent in these findings can be compared to the lady in Mills (1951) study that was willing to spend more money on clothes saying it was a sales technique that brought in rewards. This act is what Millss (1951) refer to as sexuality labour for individual benefit. Another respondent said, the customers were used to it, if she did not give in someone else will and she will loose out in the deal., These phenomenon provides an individual level analogy to the issues discussed by (Filby, 1992), that sexualized service interaction lack organisational prescription, which means that people handle sexuality labour in different ways. Nevertheless, this study reveals that males also performed sexuality labour. The researcher however found out interesting information; one of the employees said that they always went out in pairs to market clients to avoid sexual harassments. Another respondent that said she was harassed sexually and when she reported the customer was dealt with. This finding aligns with Filby (1992) that some employers are really strict regarding sexuality labour. However, some respondents also said that they employers insisted they brought in deposits not caring how they went about it. This scenario is also in line with (Filby, 1992) statement that some organizations do not promote sexuality labour but at the same time permit it. 5.2 Conclusion

Based on the findings, the marketers performed emotion work as they found pleasure in their job, however majority of the respondents performed emotional labour having to suppress their feelings to relate with clients. The study revealed that they did not only perform 09019800 49 | P a g e

emotional labour because the bank recruited employees for their physical attributes; marketers were also encouraged by the bank to dress classy and expensive in order to attract the right clients. Although aesthetic labour became sexuality labour for some marketers when they had to sexualise themselves in order to meet their targets. It is interesting to note that both male and female performed sexuality labour. The next chapter will derive the conclusions based on the findings and analysis of this chapter.

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CHAPTER SIX

CONCLUSION AND RECOMMENDATIONS

6.0

Introduction

This chapter provides conclusion based on the discussions and analysis of findings in the previous chapter. Some recommendations have been provided based on the conclusions and finally the chapter is rounded up with the practical implications of the study and notes future research. 6.1 Conclusion

This study has sought to explore the nature of emotional labour performed by marketers in the banking industry, assessing the conceptual boundaries between aesthetic and sexuality labour, while considering gender differences. This was achieved using semi-structured interviews with sample representatives that could sufficiently represent the target population. Similar to literature on working with emotions, the case study reveals that a large majority of the marketers performed a high level of emotional labour in the process of carrying out their roles as marketers at the bank. Furthermore, the human resource department, during the recruitment and selection process, were found to be more favourable to candidates who displayed soft skills and had beautiful features serving as aesthetic labour. However, the findings reveal that there was no discrimination of gender at the selection stage; both men and women had the same opportunity to be employed at the bank even though the role involved a high degree of emotional labour. In addition, it was discovered that highlynetworked candidates were even more advantageous at the selection stage. This lack of gender discrimination could be as a result of the banks priority being to increase bank deposits and a larger pool of employees can reach a wider market. However, further research is necessary to confirm this finding. Findings reveal also that Bank Managers explicitly demand emotional and aesthetic labour, and by setting unrealistic targets for employees to bring in high bank deposits at all costs, they implicitly promote sexuality labour. This work also found mixed response to both implicit and explicit demands placed on the marketers by their managers. Some marketers seemed to cope well with demands on the job, saying interpersonal skills was enough to get the job done whilst some on the other hand, both female and male marketers complained that 09019800 51 | P a g e

they were not trained to cope with demands that came with the job. They stated that they performed both emotional and aesthetic labour and in some cases sexuality labour. There was found to be little or no support from the bank, leaving the Marketers to, in some cases, deal with sexual harassments from customers that knew they were desperate to meet their targets. Further research should look into these rising issues, on how to deal with implicit demands from Bank Managers. And maybe answer questions such as; Are aesthetic labour and sexuality labour skills? In addition, if they are, how are they acquired? This is because it could be that the highly competitive nature of the Banking industry has led to aesthetic and even sexuality becoming required skills, where banks are finding it increasingly difficult to distinguish themselves from their competitors. Furthermore, sexualisation of women has dominated the literature on sexualized work, as they are perceived to be more tolerant and have natural abilities to manage their emotions as opposed to men. However, the study on Nigerian Banks revealed otherwise, male Marketers were put, even, under more pressure to meet their targets marketing particularly the opposite sex. Perhaps, this may have been because their position, promotion and rewards were based on performance. Therefore, they had no choice but to indulge in sexuality labour. Nevertheless, to shed more light on how mens sexuality has also become organizational driven to appeal to the senses of women, more research should be undertaken in non gendered jobs. Evidence has shown that there is a high tendency for aesthetic labour in the Nigerian Banking industry to become sexuality labour and it poses its own problems for the profession in itself and the wider community. Interestingly, an in-depth analysis of this research area provided new insight, that the concept of sexuality labour though it is important, is not the core issue, because there are several drivers of sexuality labour. The study revealed that response to sexual harassment from marketers varied. It is usually the case that marketers who do not engage in sexuality labour are more skilled or more highly networked therefore making them more occupationally mobile than their less skilled counterparts. Marketers without transferable skills or networking are more likely to feel trapped in the job and indulge in sexuality labour for fear of losing their job. In a country like Nigeria where 60% of the population lives below poverty level and unemployment is rampant (Coker, 2007). Some of these bankers may have spent long hard years being unemployed. Having landed the job, they cling to it like a life line, doing whatever needs be to stay on the 09019800 52 | P a g e

job thereby indulging in sexuality labour. In this case, employees themselves may propagate sexuality labour. In addition, the findings reveal that some employers condone sexuality labour and some do not. It may be that the bank prescribes and encourages sexuality labour in order to strengthen their portfolio while creating and maintaining a brand image. Some banks on the other hand, may not condone it, because they already have a well-established customer base where managing portfolio of clients is paramount to networking. Line managers may also insinuate sexuality labour because of the fear of losing their jobs as well, since every employee has a target to be met. On the other hand, managers that are strictly against it may be professionals and occupationally mobile. Finally, an ingrained culture in Nigeria of cynical patronage, whereby people give support on the premise that the favour should be returned might also be largely responsible for the performance of sexuality labour. Customers expect favours in return for their deposits and for every Marketer who is reluctant to perform a favour, there is at least one other Marketer who is willing to perform such favours and the customers are aware of this. This creates further pressure on Marketers who are desperately trying to meet targets. Understanding the drivers of sexuality labour however, is beyond the scope of this study as the researcher set out to explore the nature of emotional labour performed by the marketing staff. Nevertheless, this study opens doors for further research to find out who is responsible for sexuality labour in the Nigerian Banking Industry. Is it the employers, the employees or the society?(See figure 6.1 below). Figure 6.1 Summary of the Research

Emotional Labour

Explicit

Aesthetic Labour

Explicit

Sexuality labour

Implicit

Society

Employees

Employer

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6.2

Recommendations 1. The banks may want to review their banking policy and set realistic targets for their marketing staff and also design other performance measurement benchmarks. To thrive in the competitive industry, rather than rely on building a large customer base, they can improve on the quality of their service, which is the surest way to build the customer confidence. 2. The banks may want to review their employment policy and make sure that marketers are recruited because of their professional abilities and experience. Soft skills should be considered as well, since their job entails relating with the clients and customers. However, it is advised that marketers should not be recruited soley because of the strength of their body appeal. 3. It is advised that training should entail information regarding expectations and demands that the job may bring and how to cope with them. 4. The Marketers should be supported to enable them cope with implicit demands from the job. This may be through interactive forums where employees can express themselves about their experiences with clients, and how they have handled the situations. 5. Finally, the line managers and supervisors may have open channels of communication through which the employee are free to discuss any problem that is encountered on the job. This may help to create a more conducive atmosphere to work which will encourage commitment, thereby enabling the marketers feel pleasure at work and not pain.

6.3

Practical Implications

The research has implications for other employees and employers who have to earn a living in a demanding environment. As it reflects a pluralist organization where the employees and the employers are believed to have divergent self-interests. The employees interest at work includes income, security and satisfaction while that of the employers includes the survival of the firm and profitability. It shows that objectives of the employees and employers are not similar. It may be this situation that emotional, aesthetic and sexuality labour are most likely to occur.

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Appendix 1. DISSERTATION PROPOSAL Background The British call centre sector has attracted a lot of research and study in recent years, there has been a dramatic growth of call centres and people employed in them (Data monitor: 1998, Kinnie et al: 2000, Belt et al: 1999). The job involves a high level of voice to voice contact (Macdonald and Sirianni: 1996).Voice to voice has been termed as smiling down the phone (Belt at al: 1999).More often than not, the work requires a high degree of personal contact with the public, hence the performance of what Hochschild (1982) refers to as emotional labour. During service transactions, employees are required to display emotions that comply with certain norms or standards of the organization which are designed to create a desired state of mind in the customer. In the case of the call centre, staff is charged with the responsibility of solving customers problems and making them happy (Hochschild: 1982).In other words, the feelings they produce in others have become the main of work, because they are required to appear happy and glad to serve the customer in spite of however they feel (Erickson and Wharton: 1997, p. 188). A lot of researchers have recorded that call centre employees perform high levels of emotional labour (Mulholland: 2002,Taylor: 1998, Wray-Bliss: 2001) and goes on to suggest that emotional labour experienced in the call centre is amongst others the major cause of Turnover (Townsend:2007,Zapf et al.: 2001).However, this has undermined other factors that can affect turnover in a Call Centre, other factors such as low pay and few opportunities for involvement and advancement are also major causes of Turnover (Deery: 2002). Turnover may be decrease if other aspects besides emotional labour are looked into by the management (Russell: 2004).The aim of this research is to find out to what extent emotional labour affects an employees decision to stay in a call centre or otherwise. My interest in this research stems from the experience of being a call centre staff member which has led me to question the extent to which emotional labour is projected by many observers as the main cause of turnover. This research adds to existing literature through analysis of the issues as they will appear in one case study organisation.

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Literature Review A Call Centre is a well structured facility set up to manage telephone calls in an orderly and cost efficient manner from customers and public (Oguike: 2006). According to Townsend (2007), a lot of debates exist within the call centre sector including a number of interesting paradoxes that researchers are still coming to terms with. Taylor and Bain (1999) describe a call centre as an assembly line in the head, where the employees feel under pressure to work because the completion of one task immediately follows another. Wallace et al., (2000) describes the management of a call centre as a Sacrifical Hr Policy, where cost is minimised in order to achieve competitive advantage. However, there is a wide variation in work organization and human resource practices in call centres (Batt: 2000). The key ingredient in a call centres operational efficiency is labor. The call centre has been distinguished from other forms of service and clerical work, because of the labour process involved (Taylor and Bain: 2005). What makes the call centre process unique is the integration of telephone and VDU technologies (Taylor and Bain: 1999). Call centre work usually requires high level of sustained interpersonal attraction which leads to burn out and employee withdrawal (Deery et al: 2002)).Electronic surveillance creates total managerial control (Fernie, 1998). According to Ashforth and Humphrey: 1993) feelings the staff display towards customers has a critical effect on their transactions. Therefore, in carrying out the range of appropriation telephone manners and behaviours particularly the ever-present necessity to smile down the phone within Hochschilds definition of outward countenance, it is evident that the call centre operator performs emotional labour(Taylor and Bain: 1999). Morris and Feldman (1997) supports saying emotional labour leads to emotional exhaustion. Call Centre operators have joined, with flight attendants and shop assistants whose performance at work as been shaped by the objective of customer satisfaction (Taylor and Bain: 1999) Hochshild (1983) also argues that job burnout is one of the likely reasons of emotional labour.However, research has been carried out that other factors present at work lead to emotional exhaustion (Wallace et al,.:2000) Cordes and Dougherty ,1993 and Lee and Ashforth 1996 suggest that possible factors of employee turnover could be work over load ,work pressures and conflicts. Futhermore, when an employee is not trained in on organisation, there is concern that career path has not being defined, this adds to the rate of employee turnover (Maslach,C. and Pines,A: 1997). Concern has been expressed about the possible negative effects of this form of work and job related burnout. However, from literature above it can be observed that the high rate of turnover that exists in a call centre is not due to performance of emotional labour 09019800 68 | P a g e

alone but also particular combination of pressures which make labour process so demanding. (Taylor and Bain: 2000).Recognising that over adherence to scripts can lead to customer dissatisfaction and fatigue, a lot of customers have moved to flexible scripting and also have put a lot of financial incentives in place such as group and individual bonuses, loyalty payment, and non financial inducements in other to increase retention in the call centre(Taylor and Bain:1999) However, turnover remains a major concern for call centres, three reasons for the turnover are low salary , lack of career path and burnout (Bordoli: 2004),these has not been positioned in any form of significance. In the light of above, there have been few attempts to examine other factors that may lead to employee motivation and reduce turnover in a call centre.My research questions therefore would be: 1. What Personal attributes are needed to work in a call centre? 2. What factors will influence ways employees may want to leave the Call Centre? 3. What are the difficulties in dealing with the general public in the Call Centre? Purpose of the research is to identify to what extent emotional labour directly influences a staffs intention to leave the call centre, or is intention to leave, due to more practical issues that occur in a call centre. The paper examines the ways in which the job and work environment, asides emotional labour contributes to turnover in a call Centre. The study is a descriptive analytical approach which tends to take an inductive approach to the relationship between theory and design (Bryman and Bell: 2007). Sample Population, Procedure and Size Proposed research is going to be based on a case study of call centre work. A case study seems appropriate, because it entails the detailed and analysis of a single case (Bryman and Bell: 2007).One of the benefits of using a case study is because it enables the researcher to gain an holistic view of a certain phenomenon or series of events (Mohd Noor: 2008).The sample population will be employees in the Call centre. A call centre was chosen because of the intense level of emotional labour, staff is required to perform (Wray bliss: 2001) and also because of available access. Access has been negotiated with a call Centre within the Uk, with the assistance of a formal letter written from the school an approval of a qualitative study has been granted to last three weeks. Other call centres have been excluded since it has been possible to build a rapport with one call centre in anticipation that the research will be supported, subject to their research ethics and research governance procedure.

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Both Inbound and Outbound staff will be considered given that they undertake different job descriptions. Judgement sampling will be used to choose the sample size. It is suitable because it can be used to pick a sample that will support me in answering my research question (Saunders et al.2009) and invariable, meet my objectives. The study therefore aims to adopt a sample size of fifteen people, seven male and seven female call centre staff, and one human resource personnel. These sample size has been chosen because they are perceived to give relevant information about my research questions to achieve my objectives. Employees are in the position to give a description of lived experiences of emotional labor in a call centre. While, on the other hand, human resource personnel are in the position to provide an analysis of the extent to which performance of emotional labour is required in the organisation. The absence of grounded theory approach in this research makes saturation point in this study irrelevant. According to Goulding (1998) there is a built-in mandate to strive towards authentication through the process of category saturation, this can be achieved by staying in the field until no further evidence emerges. Sample size may be seen as representative because of the indepth interview that will be carried out, differences in gender and the ages of the representative sample (Middle aged). Methodology Philosophy and Design A radical departure from the positivist approach to research started in the 1980s where alternative approaches started to emerge (Belk: 1995) Hence,the growth of interprevitism .Interprevitism, are of the opinion that reality is socially constructed, and cannot be

determined objectively (Husserl, 1965) .This project make use of interprevitism within the qualitative research philosophy, because it promotes the value of qualitative data in pursuit of knowledge (Kaplan and Maxwell, 1994).This view is shared by Davies and Neilson(1992) who argue that qualitative research are best suited to interpretive approach. The heritage of interpretivism come from two intellectual traditions: phenomenology and Symbolic interactionism ( Saunders et al.,p. 116: 2009)

Data collection will involve semi structured interviews with Hr Personnel and employees, this method will allow for sufficient information because they have directly experienced the phenomenon of interest (Cope: 2005,p.174).However, emotions are subjectively experienced and could therefore be better researched using methods designed to explore subjective experiences. Other researchers who have included interviews in the collection of their data 09019800 70 | P a g e

include Taylor and Bain (2005) and Townsend (2007). Benefits of using collect data include the researcher taking advantage of social cue expressed by the researched, social cue being voice, intonation, body language etc(Opdenakker:2006). Methodology proposed data analysis Preceeding the collection of data and interview transcribed will be transferred back to each participant to be sure data has been interpreted accurately (Glaser & Strauss, 1967) Following this will be the analysis of the transcribed interviews using Thematic analysis .This analyses consists of applying codes and themes to data, in a way that individual ideas are all identified, subsequent grouping and further enquiries are then carried out through a series to reduce manageable amounts of central concepts ,this may then lead to theory generation. The three Stages involve transricption of case notes to opencoding : identifying coherent examples, Secondly the opencodes gotten in the 2nd stage are turned into theoretical notes explaining thoughts in mind regarding the open codes, thirdly, by taking open codes and grouping into subcategories, one starts working towards the major themes.(Clark and Braun: 2006) .It is a data analysis that helps to understand peoples everyday experience of reality in great detail (Clark and Braun: 2006)

Limitation of the study Limitations of the study stems from the fact that is a one case study, therefore findings may not be generalisable.

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PROJECT PLAN
5/23 6/2 6/12 6/22 7/2 7/12 7/22 8/1 8/11 Holiday Reading literature on chosen topic area Meeting with Hr Personnel Draft literature review Reading methodology literature Draft research Strategy and Methodology Email Mr Frize with both drafts for corrections Make necessary amendments suggested Develop semi structured interview questions Email Mr Frize with questions Pilot test the interview questions Interviews take place Data Analysis Draft of findings from interviews Email Mr Frize with draft of findings chapter Meeting to discuss analysis and project Make the necessary amendments suggested Revising project Final Check by Mr Frize Print and Bind Project Submit Project

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References Ashforth, B.E. and Humphrey, R.H. (1995) "Emotion in the work place: a reappraisal", Human Relations, Vol. 48 pp.97-125 Batt, R. (2000) Strategic Segmentation in front line services: Matching customers, employees and human resource system. International Journal of Human Resource Management Vol. 11 No3 pp. 540-561 Belk, R.W. (1995), "Studies in the new consumer behaviour", in Miller, D (Eds),Acknowledging Consumption, Routledge, London, Belt, V., Richardson, R. and Webster, J. (1999). Smiling Down the Phone: Womens Work in Telephone Call Centres .Paper presented at the RGS-IBG Annual Conference, University of Leicester, January. Bordoi, S.K. (2004), Agent Recruitment Planning in Knowledge Intensive Call Centres, Journal of service research, Vol , 6,No . 4, pp 309 -323. Bryman, A and Bell, E. (2007), Business Research Methods,. United Kingdom. Oxford University Press Clark,V and Braun, V (2006),Using thematic analysis in Psychology Qualitative Research in Pshcology .Vol 3.pp. 77-101. Cope, J. (2005). Researching Entrepreneurship through Phenomenological Inquiry: Philosophical and Methodological Issues. International Small Business Journal, Vol.23, No.2, pp.163-187 Cordes, C.L and Dougherty, T.W. (1993) A review and intergration of research on job burn out. Academy of Management Review. Vol 18.No 4,pp 621-56. Data Monitor (1998).Call Centres in Europe .London: Datamonitor Davies, L. and S, Nielsen, An Ethnographic Study of Configuration Management and Documentation practices, in K.E. Kendall,K, Lyytinen, and J.I. DeGross (Eds.), The impact of computer supported Technologies of Information Systems Development, Northe-Holland, Amsterdam, 1992, 179-192. Deery, S.,Iverson,R. and Walsh, J (2002) Work relationships in telephone call Centres: Understanding emotional exhaustion and Employee withdrawal. Journal of Management Studies .Vol 39.No.4, pp 0022-2380

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Appendix 2. Air Asia Advert

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Appendix 3. The Research Onion

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Appendix 4. Research question and Interview guide. PERSONAL DETAILS 1. 2. 3. 4. 5. 6. Name Age Gender Marital Status Highest level of formal Education Length of Employment with the Bank

What is the Recruitment strategy in place regarding Marketers and Customer service staff? 1. What is the criteria for choosing marketers, is it different from that of choosing the rest of the staff ? 2. Does this strategy align with the company strategy; if yes explain the motive behind this strategy? 3. Please explain the criteria for promotion, rewards and redesignation for marketer 4. What is your companies view on the importance of networking? 5. Who copes better with the demands that come with the job male or female and what is the reason for this What kind of information or training is given to the employees after recruitment? 1. Is there any form of training available for newly recruits? If yes,what kind of training? 2. Are job descriptions and expectations made clear during training, information regarding promotion, rewards and transfers? 3. What are the explicit demands (display rules) during training, does response to these training differ between male and female? 4. Is there any specific training regarding networking? 5. Do you think the training provided has given you all it takes to carry out your specified roles ? Are employees happy with the expectations regarding the job? 1. What do u think about the targets given to you in your office, are they realistic How important is aesthetic to the role of the job? 2. do you get allocated clients or do you have to get them yourselves? 3. How passionate are you about your job 09019800 78 | P a g e

4. Do you think you cope with demands and perform better than the men and vice versa 5. As a woman or a man, do you think you need to prove yourself more at your job than the opposite sex ? If you do, what is the reason? Is aesthetic important to the role of a marketer? 1. Is there a professional dress code employees are expected to follow in the bank? 2. To what extent do you think your physical appearance contributes to your success in the organization ? 3. Do you face any male or female harassments in carrying out your role in the bank, if yes, Give incidents please? 4. Do you as a male have more female clients than male clients and vice versa, if so what do you think is the cause 5. Do you work more on your looks than at your role in the bank or are both as important as the other ? If you do,what is the reason?

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Appendix 5. Summary of findings

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