Want a tip? Service performance as a function of emotion regulation and extraversion

Abstract

[Correction Notice: An Erratum for this article was reported in Vol 97(4) of Journal of Applied Psychology (see record 2012-17934-002 ). In this article the affiliation of Nai-Wen Chi was listed incorrectly in the author note. The correct affiliation is Institute of Human Resource Management, National Sun Yat-Sen University, Taiwan. The online version of this article has been corrected.] Surface acting and deep acting with customers are strategies for service performance, but evidence for their effectiveness is limited and mixed. We propose that deep acting is an effective strategy for most employees, whereas surface acting's effect on performance effectiveness depends on employee extraversion. In Study 1, restaurant servers who tended to use deep acting exceeded their customers' expectations and had greater financial gains (i.e., tips) regardless of extraversion, whereas surface acting improved tips only for extraverts, not for introverts. In Study 2, a call center simulation, deep acting improved emotional performance and increased the likelihood of extrarole service behavior beyond the direct and interactive effects of extraversion and other Big Five traits. In contrast, surface acting reduced emotional performance for introverts and not extraverts, but only during the extrarole interaction. We discuss implications for incorporating traits into emotional labor research and practice. (PsycInfo Database Record (c) 2025 APA, all rights reserved)