effects compared with BOH. This res

effects compared with BOH. This result reflects the characteristics
of work in FOH where employees conduct emotional exchanges
by directly facing customers at service contact points. Employees
in FOH should connect their emotional information with outcomes
and must respond more intelligently in their use of emotion.
Therefore, they show more positive effects than do employees in
BOH.
5.2. Managerial implications
This study examined the effects of emotional intelligence elements
on deluxe hotel food and beverage employees’ CWBs and
OCBs. The results indicated that emotional intelligence is a critical
factor in corporate internal marketing. Most previous studies
have examined employees’ emotional intelligence mainly in general
businesses or examined only positive aspects of non-task
related behaviors. This study is important because it explores the
emotional intelligence of employees and verifies the causal relationship
between hotel employees’ CWBs and OCBs. Therefore, this
study, like the early research in this field, is expected to be used to
understand emotional intelligence in hotel employees. This study
was conceptualized and applied at the organizational level; previous
studies of emotional intelligence were at only the individual
level in order to verify the causal relationships between emotional
intelligence and CWBs/OCBs. Because hotel industries are labor
intensive and hospitality oriented in order to provide personal services
to customers, they are particularly required to manage their
employees’ emotions. Indeed, the current study showed that emotional
intelligence was a very important factor in the management
of human resources in organizations. However, hotel employees
are under great stress and their turnover rate is considerably high
because of their poor work environments, long working hours,
lack of authority, mandatory work on holidays, and low wages
(Karatepe et al., 2009). Therefore, this study emphasized that the
logical abilities and the emotional abilities of hotel employees are
equally important. The emotional intelligence of hotel employees
should be managed with to ensure improved business outcomes.
Therefore, if hotels can enhance their employees’ emotional intelligence,
both employees’ behaviors and organizational outcomes
will improve. To this end, hotel managers should identify measures
to improve the emotional intelligence of their employees.
Furthermore, given that – unlike conventional intelligence – emotional
intelligence can be developed through environments and
training (Goleman, 1998), training to hone employees’ emotional
intelligence will improve service quality and improvement over the
long term. Considering that employees with high levels of emotional
intelligence have better relationships with colleagues, and
this condition can be connected to organizational atmospheres
that can contribute to organizational objectives, it is necessary to
develop and apply the emotional intelligence of service employees
in order to increase OCBs and decrease their CWBs (Palmer
et al., 2002). Consequently, as Mayer and Salovey (1997) indicated,
emotional intelligence variables that significantly affect both
CWBs and OCBs (i.e., self-emotion appraisal and use of emotion)
should take precedence over other factors. Therefore, based on
the results indicating that employees with excellent emotional
intelligence are less likely to engage in counterproductive behaviors
toward organizations and are more likely to form positive
ties with colleagues, organizations should recruit employees with
high emotional intelligence and establish group programs that
can encourage the wise use of emotions and the understanding
of self-emotion in order to induce employees to contribute
to the achievement of organizational objectives. In addition, to
provide better services to customers and form stable collegial
work environments, employees with excellent emotional intelligence
should be assigned to duties in which they can use this