A Study on the Multi-Level Impact Mechanism of International High-End Hotel Employees’ Service Performance on Service Quality: A Cross-National Comparison Based on Emotional Labor
Chauncey Chenxi Wang1,a Jianchong LU 2,b Huarui Dou 3,c*
1.Faculty of Hospitality and Tourism Management Macau University of Science and Technology Avenida Wai Long, Taipa, Macau SAR
2.Faculty of Humanities and Social Sciences,City University of Macau，Macau 999078，China
3*.Dianchi College, Yunnan UniversityNo. 2 Hongta East Road, Dianchi Resort, Xishan District, Kunming City, Yunnan Province
a chaunceywang1@outlook.com
*c doudougavin@outlook.com
Abstract：International luxury hotels rely on high-standard personalized service systems to build core competitive advantages in the global hospitality market. Frontline employees’ service performance, as the most intuitive carrier of hotel service output, exerts multi-layered, heterogeneous and dynamic impacts on overall service quality, and emotional labor serves as the core mediating variable connecting individual employee behavior and organizational service output. To explore the cross-border differential conduction mechanism of employee service performance, this study takes multi-level emotional labor strategies as the theoretical perspective, selects typical international luxury hotel samples from Eastern and Western cultural contexts, constructs a multi-level theoretical framework of “individual service performance-emotional labor regulation-service quality perception”, and adopts hierarchical linear model (HLM) and cross-group comparison method to verify the research hypotheses. The empirical results reveal that employee service performance has a significant positive predictive effect on hotel service quality at the individual level, team level and organizational level; deep emotional labor plays a consistent positive mediating role in cross-border samples, while surface emotional labor shows obvious cross-cultural conduction differences; organizational emotional display rules and cultural value orientation exert significant moderating effects on the multi-level conduction paths. This study clarifies the multi-dimensional logical relationship between employee service behavior and hotel service quality, reveals the cultural boundary conditions of emotional labor cross-border transmission, and provides targeted theoretical support and practical management enlightenment for international luxury hotels to optimize service operation systems, standardize employee emotional management and realize cross-border standardized service empowerment.
Keywords: International Luxury Hotels; Employee Service Performance; Service Quality; Emotional Labor; Multi-level Influence; Cross-border Conduction Comparison
1.1 Research Background: Global Service Competition and Emotional Labor Dilemma of Luxury Hotels
With the continuous integration of the global tourism economy and the accelerated expansion of cross-border hotel brand chains, international luxury hotels have formed a global service layout covering multiple cultural regions. Different from ordinary star-rated hotels, the core competitiveness of luxury hotels lies in consistent, high-quality and experiential personalized services, and frontline service employees are the key subjects determining service presentation effects and customer experience perceptions[1-3]. In the context of global homogeneous service product competition, the subtle differences in employee service behavior and emotional expression have become the core factors leading to the differentiation of hotel service quality and brand reputation.
Emotional labor, as a unique occupational labor form in the service industry, refers to the process in which employees actively adjust and control their emotional expressions to meet organizational service norms and customer interaction needs. Different from physical labor and cognitive labor, emotional labor runs through the whole process of hotel customer service interaction, and its strategy selection and implementation effect directly determine the authenticity and professionalism of service performance. In international luxury hotel scenarios, employees need to face customers from different cultural backgrounds, value perceptions and consumption habits for a long time, and their emotional labor behavior presents more complex cross-border adaptation characteristics.
Existing practical feedback shows that even under the same standardized service system of international luxury hotel groups, the final service quality presented by branches in different countries and regions is significantly different. The fundamental reason lies in the cross-cultural differences in employees’ emotional labor adaptation, service behavior expression and interactive conduction logic. Most previous studies focus on the single-level linear relationship between employee service behavior and service quality, lacking multi-level hierarchical analysis of individual-team-organization, and rarely exploring the cross-border differential conduction mechanism of emotional labor in different cultural contexts, which cannot fully explain the complex logical correlation between employee service performance and hotel overall service quality in global operation scenarios[4].
In terms of theoretical significance, this study breaks through the limitation of single-level research in traditional hotel service quality research, constructs a multi-level influence mechanism framework of employee service performance acting on service quality, and incorporates cross-border cultural differences into the research system of emotional labor conduction. It clarifies the differential mediating effect of different emotional labor strategies in Eastern and Western cultural contexts, expands the boundary application conditions of emotional labor theory in global hospitality management, and enriches the theoretical system of cross-cultural service quality management of international luxury hotels.
In terms of practical significance, this study systematically sorts out the multi-layer transmission path of employee service performance affecting hotel service quality, identifies the key pain points of emotional labor adaptation in cross-border hotel operation, and provides targeted optimization strategies for international luxury hotel groups to formulate differentiated emotional management systems, standardize cross-border service behavior norms, reduce service quality differences caused by cultural differences, and realize the standardized and high-quality development of global chain services.
This study takes “multi-level influence, emotional mediation, cross-border comparison” as the core logic, firstly sorts out the theoretical connotation and dimensional division of core variables through literature review, then constructs multi-level research hypotheses based on resource conservation theory and emotional contagion theory, carries out empirical test and cross-group comparative analysis through multi-source data, and finally summarizes research conclusions and put forward management suggestions. The main research innovations are reflected in two aspects: first, breaking the single-dimensional research perspective, building a three-level analysis framework of individual, team and organization, and revealing the hierarchical differential influence of employee service performance on service quality; second, taking cross-border cultural differences as the situational boundary, comparing the heterogeneous conduction effects of emotional labor strategies in different regional samples, and making up for the deficiency of existing research ignoring cross-cultural situational factors[5].
2. Literature Review and Theoretical Foundation
2.1 Literature Review of Core Research Variables
2.1.1 Employee Service Performance of International Luxury Hotels
Employee service performance in international luxury hotels refers to the comprehensive service behavior output of frontline employees in compliance with hotel service standards, customer interaction norms and brand positioning requirements, which covers task performance, contextual performance and adaptive performance. Task performance reflects the completion quality of basic service work such as front desk reception, room service and catering reception; contextual performance includes employees’ proactive team cooperation, service initiative and brand responsibility performance; adaptive performance is embodied in employees’ flexible response to cross-cultural customer needs and unexpected service scenarios[6-8]. Different from ordinary hotels, luxury hotel service performance pays more attention to emotional interaction details, personalized service presentation and high-standard behavioral norms, and its performance level directly determines customer perceived service value and brand experience.
2.1.2 Multi-dimensional Connotation of Hotel Service Quality
Hotel service quality is a multi-level and multi-dimensional comprehensive evaluation index, which includes individual interactive service quality, team overall service quality and organizational system service quality. Individual interactive service quality refers to customers’ intuitive evaluation of single employee service behavior and emotional expression; team service quality reflects the consistency and coordination of service output of hotel service teams; organizational system service quality represents the overall service level formed by hotel service system, management mechanism and service standard implementation. Existing studies have confirmed that service quality is not only affected by institutional factors, but also highly dependent on the behavioral and emotional performance of frontline employees, and there is a hierarchical conduction logic from individual behavior to organizational quality.
2.1.3 Cross-border Conduction Characteristics of Emotional Labor
Emotional labor is divided into two core dimensions: deep acting and surface acting. Deep acting means employees actively adjust their inner emotional state to match organizational service norms and customer interaction needs, with sincere emotional expression and high service authenticity; surface acting refers to employees only adjusting external emotional presentation while keeping inner emotions unchanged, which is easy to produce emotional dissonance and reduce service interaction quality. Cross-cultural studies show that cultural values such as individualism and collectivism, power distance and uncertainty avoidance will significantly affect employees’ emotional labor strategy selection and conduction effect. Western cultural contexts with high individualism tend to encourage authentic emotional expression, while Eastern collectivist cultural contexts pay more attention to organizational norms and interpersonal harmony, resulting in significant differences in emotional labor conduction effects in cross-border scenarios[9].
2.2 Theoretical Foundation of Research
2.2.1 Conservation of Resources Theory
Conservation of Resources Theory (COR) believes that individuals will actively acquire, maintain and protect valuable resources in the work environment, and resource loss and gain will significantly affect individual work behavior and performance. In hotel service scenarios, employees’ emotional resources are important occupational resources. Surface acting will consume a large amount of psychological resources and cause resource loss, resulting in service attitude decline and performance fluctuation; deep acting can realize the integration of emotional resources and work resources, promote resource accumulation and positive service output. This theory explains the internal mechanism of different emotional labor strategies affecting employee service performance and service quality.
2.2.2 Emotional Contagion Theory
Emotional Contagion Theory points out that individual emotions can be transmitted to interactive objects through behavioral expression, facial presentation and language interaction, forming emotional resonance or emotional deviation. In hotel customer-employee interaction, employees’ positive emotional expression based on deep acting can trigger customers’ positive emotional perception, improve service satisfaction; while passive emotional expression of surface acting will lead to emotional dissonance, reduce customers’ perceived service quality. This theory provides a logical basis for analyzing the conduction path of emotional labor affecting service quality.
2.2.3 Multi-level System Theory
Multi-level System Theory emphasizes that organizational behavior is a hierarchical system with mutual influence and conduction from individual, team to organization. Employee individual service behavior will affect team service atmosphere and team service performance, and further act on the overall organizational service quality, forming a vertical multi-level influence chain. This theory supports the construction of multi-level research framework in this study and clarifies the hierarchical transmission logic of variables.
2.3 Research Review and Research Gaps
3. Research Hypotheses and Theoretical Model
3.1 Multi-level Direct Influence Hypotheses
3.1.1 Individual-level Direct Influence
Frontline employees’ standardized service behavior, professional service attitude and active service initiative are the basic guarantees of high-quality interactive service. Employees with excellent service performance can accurately meet customers’ basic service needs and personalized experience needs, bring positive service perception to customers, and directly improve individual interactive service quality. Therefore, this study proposes the hypothesis: H1: Employee service performance has a significant positive impact on individual-level service quality.
3.1.2 Team-level Direct Influence
Employees’ excellent individual service performance can form a positive service demonstration effect within the team, drive team members to standardize service behavior, optimize team service atmosphere, improve the overall coordination and service professionalism of the team, and then enhance team-level service quality. Therefore, this study proposes the hypothesis: H2: Employee service performance has a significant positive impact on team-level service quality.
3.1.3 Organizational-level Direct Influence
The continuous output of high-quality service performance of individual employees and teams can optimize the overall service operation level of the hotel, standardize the implementation effect of organizational service norms, shape a good brand service image, and finally improve the overall organizational service quality of the hotel. Therefore, this study proposes the hypothesis: H3: Employee service performance has a significant positive impact on organizational-level service quality.
3.2 Mediating Effect Hypotheses of Emotional Labor
3.2.1 Mediating Effect of Deep Acting
Employees with good service performance usually have higher occupational identity and service professionalism, and they are more inclined to adopt deep acting strategies to actively adjust inner emotions, integrate organizational service norms with personal emotional cognition, and present sincere and professional service emotions. Based on emotional contagion theory, sincere emotional expression can trigger customers’ positive emotional resonance, improve multi-level service quality perception. Meanwhile, deep acting will not cause emotional resource loss, which can maintain the stability of service performance and form a positive circular conduction mechanism[15]. Therefore, this study proposes the hypothesis: H4: Deep acting plays a positive mediating role between employee service performance and multi-level service quality, and the mediating effect is consistent in cross-border samples.
3.2.2 Mediating Effect of Surface Acting
In the service interaction process, if employees only rely on surface acting to cater to service norms, external emotional disguise will conflict with inner real emotions, resulting in emotional dissonance. Although surface acting can meet basic service form requirements in the short term, long-term resource consumption will reduce service enthusiasm, lead to rigid service behavior, and negatively affect service quality. Affected by cultural differences, employees in Western individualistic cultures are more resistant to surface acting, and its negative conduction effect is more significant; employees in Eastern collectivist cultures are more adaptable to normative emotional expression, and the negative impact of surface acting is relatively weak. Therefore, this study proposes the hypothesis: H5: Surface acting plays a negative mediating role between employee service performance and multi-level service quality, and there are significant cross-border differences in the mediating effect.
3.3 Moderating Effect Hypotheses of Cross-border Cultural Context
3.4 Theoretical Model Construction
Based on the above hypotheses, this study constructs a multi-level cross-border conduction theoretical model. The model takes employee service performance as the independent variable, individual-team-organization three-level service quality as the dependent variable, deep acting and surface acting as mediating variables, and Eastern and Western cultural contexts as grouping moderating variables, forming a multi-path, multi-level and cross-border comparative research system.
4. Research Design and Methodology
4.1 Sample Selection and Data Collection
This study selects international luxury chain hotels as research samples, sets up two sample groups of Eastern cultural context (China, Singapore) and Western cultural context (the United States, the United Kingdom), covering high-star luxury hotels under top international hotel groups. The research objects are frontline service employees and hotel customer service evaluation data, adopting multi-source paired data collection to avoid common method bias. The survey was conducted from March to June 2026, and a total of 800 questionnaires were distributed, and 726 valid paired questionnaires were recovered, with an effective recovery rate of 90.75%. The Eastern sample includes 384 valid samples, and the Western sample includes 342 valid samples. The sample covers front desk, housekeeping, catering, concierge and other frontline service positions, with wide representativeness.
All variables in this study adopt mature foreign academic scales, with English original versions retained to ensure measurement accuracy, and all items adopt 5-point Likert scoring method (1=strongly disagree, 5=strongly agree).
Employee Service Performance: Adopt the hotel employee service performance scale, including 12 items in three dimensions: task performance, contextual performance and adaptive performance, to measure employees’ comprehensive service behavior level.
Emotional Labor: Adopt the classical emotional labor scale, including 10 items in two dimensions: deep acting and surface acting, to measure employees’ emotional adjustment strategies in service work.
Service Quality: Divided into individual, team and organizational three levels, including 15 items in total, to measure customers’ perceived service quality at different levels and hotel overall service operation quality.
Cultural Context: Take national cultural value orientation as the grouping standard, divide Eastern collectivist cultural group and Western individualist cultural group for cross-border comparative analysis.
This study adopts a combination of descriptive statistical analysis, reliability and validity test, confirmatory factor analysis, hierarchical linear model (HLM) and cross-group path comparison. Firstly, SPSS 26.0 is used for sample descriptive statistics, reliability and validity test and correlation analysis; secondly, Mplus 8.3 is used for confirmatory factor analysis to verify the discriminant validity of variables; finally, HLM is used for multi-level hypothesis testing, and cross-group comparison is carried out to analyze the differential conduction mechanism of emotional labor in different cultural contexts.
In order to avoid the interference of common method bias, this study adopts multi-source data collection, and conducts Harman single-factor test on all measurement items. The results show that the variance interpretation rate of the first common factor is 23.68%, which is less than the critical standard of 40%, indicating that there is no serious common method bias in the research data, and the data quality is reliable.
5. Empirical Results and Analysis
5.1 Reliability and Validity Test Results
Reliability test results show that the Cronbach’s α coefficients of all variables are greater than 0.8, indicating that the scale has good internal consistency reliability. Validity test results show that the composite reliability (CR) values of all variables are greater than 0.8, and the average variance extracted (AVE) values are greater than 0.5, indicating that the scale has good convergent validity. The confirmatory factor analysis results show that the fitting indexes of the six-factor model are optimal (χ²/df=1.89, RMSEA=0.042, CFI=0.956, TLI=0.948), which verifies the good discriminant validity of each variable.
| Variables | Cronbach’s α | CR Value | AVE Value | Number of Items |
| Employee Service Performance | 0.892 | 0.915 | 0.586 | 12 |
| Deep Acting | 0.876 | 0.898 | 0.562 | 5 |
| Surface Acting | 0.881 | 0.902 | 0.571 | 5 |
| Individual-level Service Quality | 0.865 | 0.887 | 0.543 | 5 |
| Team-level Service Quality | 0.872 | 0.893 | 0.558 | 5 |
| Organizational-level Service Quality | 0.885 | 0.906 | 0.579 | 5 |
Table 1. Reliability and Validity Test Results of Core Variables
5.2 Descriptive Statistics and Correlation Analysis
Descriptive statistical results show that the mean values of all core variables are between 3.2 and 4.1, and the standard deviations are all less than 0.8, indicating that the sample data distribution is uniform and stable. Correlation analysis results show that employee service performance is significantly positively correlated with deep acting and three-level service quality, and significantly negatively correlated with surface acting; deep acting is significantly positively correlated with multi-level service quality, and surface acting is significantly negatively correlated with multi-level service quality, which is consistent with the research hypothesis direction and lays a foundation for subsequent hypothesis testing.
| Variables | Mean | SD | 1 | 2 | 3 | 4 | 5 | 6 |
| 1. Service Performance | 3.86 | 0.72 | 1 | |||||
| 2. Deep Acting | 3.72 | 0.68 | 0.52** | 1 | ||||
| 3. Surface Acting | 2.85 | 0.75 | -0.43** | -0.38** | 1 | |||
| 4. Individual Service Quality | 3.91 | 0.65 | 0.61** | 0.58** | -0.45** | 1 | ||
| 5. Team Service Quality | 3.82 | 0.69 | 0.57** | 0.53** | -0.41** | 0.72** | 1 | |
| 6. Organizational Service Quality | 3.75 | 0.71 | 0.53** | 0.49** | -0.39** | 0.68** | 0.75** | 1 |
Table 2. Descriptive Statistics and Correlation Analysis Results (**p<0.01)
5.3 Multi-level Direct Effect Test
The hierarchical linear model test results show that employee service performance has significant positive predictive effects on individual-level service quality (β=0.542, p<0.001), team-level service quality (β=0.486, p<0.001) and organizational-level service quality (β=0.423, p<0.001). The direct influence effect shows a decreasing trend from individual level to organizational level, indicating that employee service performance has the most intuitive and significant impact on individual interactive service quality, and the influence effect is gradually weakened through team and organizational hierarchical transmission. Hypotheses H1, H2 and H3 are all verified.
5.4 Mediating Effect and Cross-border Comparison Test
This study adopts the bootstrapping method to test the mediating effect and conducts cross-group comparison between Eastern and Western cultural samples. The mediating effect results and cross-border differential characteristics are shown in Table 3.
| Mediation Path | Eastern Cultural Group (β) | Western Cultural Group (β) | Difference Value | Significance |
| Service Performance→Deep Acting→Individual Service Quality | 0.285*** | 0.302*** | 0.017 | p>0.05 |
| Service Performance→Deep Acting→Team Service Quality | 0.241*** | 0.258*** | 0.017 | p>0.05 |
| Service Performance→Deep Acting→Organizational Service Quality | 0.206*** | 0.221*** | 0.015 | p>0.05 |
| Service Performance→Surface Acting→Individual Service Quality | -0.182** | -0.265*** | 0.083 | p<0.05 |
| Service Performance→Surface Acting→Team Service Quality | -0.156** | -0.231*** | 0.075 | p<0.05 |
| Service Performance→Surface Acting→Organizational Service Quality | -0.128* | -0.198*** | 0.070 | p<0.05 |
Table 3. Cross-border Comparative Results of Mediating Effects (***p<0.001, **p<0.01, *p<0.05)
From the test results, the positive mediating effect of deep acting in cross-border samples is significant, and there is no significant difference in the effect value between Eastern and Western groups, which verifies H4. The negative mediating effect of surface acting in Western cultural samples is significantly stronger than that in Eastern samples, and there are significant cross-border differences in all levels of conduction paths, which verifies H5. In addition, the moderating effect test results show that cultural context significantly moderates the surface acting conduction path, while the moderating effect on deep acting path is not significant, which verifies H6.
This study adopts the method of replacing partial sample data to carry out robustness test. After eliminating 10% of extreme samples randomly, the re-tested model fitting results and hypothesis test results are consistent with the original research conclusions, and the coefficient difference is within a reasonable range, indicating that the research conclusions have good robustness and reliability.
6. Research Conclusions and Discussion
This study systematically explores the multi-level influence mechanism and cross-border conduction difference of international luxury hotel employees’ service performance on service quality based on emotional labor perspective, and draws three core conclusions. First, employee service performance has a hierarchical positive driving effect on hotel service quality, with the strongest influence on individual interactive service quality, followed by team service quality, and the weakest influence on organizational service quality, forming a vertical multi-level conduction logic from individual to organization. Second, deep emotional labor has a stable positive mediating effect in cross-border scenarios, which can effectively convert employees’ behavioral service advantages into high-quality service output, and the conduction effect is not affected by cultural differences. Third, surface emotional labor has a negative mediating effect with significant cross-cultural heterogeneity, and its negative damage to service quality is more prominent in Western individualistic cultural contexts, while it is relatively weakened in Eastern collectivist cultural contexts.
6.2 Theoretical Discussion and Research Expansion
In terms of theoretical expansion, this study breaks through the single-level research limitation of traditional hotel service quality research, constructs a complete multi-level influence framework of “behavior-performance-quality”, and clarifies the hierarchical transmission law of employee micro-behavior affecting organizational macro-quality, which enriches the multi-level application of system theory in hospitality management research. Meanwhile, this study incorporates cross-border cultural differences into the emotional labor conduction mechanism research, reveals the differential boundary conditions of different emotional labor strategies, verifies the dual-path heterogeneous conduction characteristics of emotional labor in global service scenarios, and makes up for the deficiency of existing research ignoring cross-cultural situational factors. In addition, this study confirms that deep acting is a universal positive emotional labor strategy for international luxury hotels, while surface acting has situational dependence, which provides a new theoretical perspective for the cross-cultural emotional management of global hotel brands.
6.3 Practical Management Implications
First, build a hierarchical service quality optimization system. International luxury hotels should carry out targeted service management at individual, team and organizational levels. At the individual level, strengthen employees’ professional service skill training and emotional literacy cultivation, improve comprehensive service performance; at the team level, build a positive service atmosphere, give play to the demonstration and driving effect of high-performance employees, and improve team service coordination; at the organizational level, optimize the global standardized service system, solidify the hierarchical transmission mechanism of service quality, and reduce service quality attenuation in the conduction process.
Second, implement differentiated emotional labor management strategies. Hotel management should guide employees to adopt positive deep acting strategies, carry out regular emotional regulation training, help employees realize the internalization of service norms, and form sincere service emotional expression. For surface acting behavior, hierarchical intervention should be carried out according to cultural differences. Western regional branches should strictly standardize employees’ passive emotional disguise behavior and reduce emotional resource consumption; Eastern regional branches should moderately guide standardized emotional expression while avoiding excessive surface acting leading to service rigidity.
Third, build a cross-border adaptive service management mechanism. International luxury hotel groups should formulate global unified emotional service norms on the basis of respecting cultural differences, balance standardized management and cultural adaptation, eliminate service quality differences caused by cultural heterogeneity, and realize the consistent high-quality output of global chain services. At the same time, establish a multi-level service quality evaluation system, integrate individual emotional performance, team service status and organizational operation effect into the evaluation scope, and improve the scientificity of service quality management.
7. Research Limitations and Future Prospects
This study still has some limitations. First, the research data is cross-sectional data, which can only verify the static correlation and conduction mechanism between variables, and cannot reveal the dynamic evolution law of emotional labor conduction and service quality change in the long-term operation process. Second, this study only divides Eastern and Western cultural groups macroscopically, and does not further refine the influence of specific cultural dimension factors such as power distance and uncertainty avoidance. Third, this study focuses on frontline service employees of luxury hotels, and the research conclusion is not applicable to ordinary star-rated hotels and budget hotels, with certain industry boundary limitations.
Future research can be expanded from three aspects. First, adopt longitudinal tracking data to carry out dynamic research, explore the long-term evolution characteristics of employee emotional labor conduction mechanism and service quality dynamic change law. Second, subdivide cultural dimension variables, deeply analyze the independent influence and interactive effect of different cultural factors on emotional labor cross-border conduction, and refine the situational boundary of the research model. Third, expand the research sample scope, carry out comparative research on different star-level hotels and different types of hospitality enterprises, and improve the universality and applicability of the research conclusion. In addition, future research can further introduce organizational support, leadership style and other regulatory variables to build a more complex multi-path conduction model, and further enrich the theoretical system of global hotel service quality management.
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