Thus, when airlines
use internal marketing to treat their employees as internalcustomers, they will enhance the employees’ customer-oriented
behavior. Therefore, H1 is supported.
With respect to the effects of internal marketing on emotional
labor, the results demonstrate that the value of needs and authorized
autonomy significantly influence deep acting in emotional
labor (b ¼ .14 and b ¼ .32, respectively; p < .01). These results imply
that if airlines adopt effective educational training or internal
marketing with respect to job empowerment, they will succeed in
encouraging flight attendants to undertake airline assignments,
and the flight attendants will employ sincere, appropriate emotions
in the performance of their work. Thus, H2-3 and H2-4 are supported.
Additionally, the value of needs does not significantly influence
surface acting in emotional labor (b ¼ .06, n.s.). However,
authorized autonomy does significantly influence surface acting in