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Emotion management in small hotels: meeting the challenges of flexibility and informality.

Benmore, A., 2014. Emotion management in small hotels: meeting the challenges of flexibility and informality. Eurasian Journal of Social Sciences, 2 (3), 1 - 13 .

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Benmore. Vol.2-No.3-2014-1.pdf
Available under License Creative Commons Attribution.


DOI: 10.15604/ejss.2014.02.03.001


This paper shows that in small hotels, hotel owners interpret „hospitality‟ more broadly than mere commercial concerns. Hoteliers engage with three interdependent hospitality domains, commercial, social and private (Lashley, 2000), an approach that enables them to perceive guest interactions as informal; characterised by hoteliers wanting to „know‟ and „relate to‟ their guests. The findings here, drawn from a study of small hotels in the UK, show how owners manage this form of the „host-guest relationship‟ (Tucker, 2003) by employing a range of emotion management strategies. These mirror Bolton‟s 4Ps framework (2009) of pecuniary, professional, presentational and philanthropic emotion management roles. Adopting this fluid approach, rather than relying on emotional labour (Hochschild, 1983), enables the hoteliers to respond flexibly to meet the needs of their different types of guest. The findings in this paper validate Bolton‟s argument (2005) for using agential flexible emotion management that captures but goes beyond emotional labour.

Item Type:Article
Uncontrolled Keywords:Emotion Management, Emotional Labour, Host-Guest Relationship, Hospitality, Informality, Small Hotels, Flexibility
Group:Bournemouth University Business School
ID Code:21633
Deposited By: Symplectic RT2
Deposited On:05 Jan 2015 16:20
Last Modified:14 Mar 2022 13:50


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