International Journal of Hospitality Management 51 (2015) 115–126 Contents lists available at ScienceDirect International Journal of Hospitality Management jo u r n al homep age: www.elsevier.com/locate/ijhosman Positive emotions and behavioral intentions of customers in full-service restaurants: Does aesthetic labor matter? Sheng-Hshiung Tsaur a,1 , Hsiang-Fei Luoh b,* , Shao-Syun Syue a,1 a Graduate Institute of Recreation, Tourism, and Hospitality Management, National Chiayi University, Chiayi, Taiwan b Department of Restaurant, Hotel and Institutional Management, Fu Jen Catholic University, New Taipei, Taiwan a r t i c l e i n f o Article history: Received 5 September 2014 Received in revised form 31 August 2015 Accepted 31 August 2015 Keywords: Aesthetic labor Positive emotion Behavioral intention Full-service restaurant a b s t r a c t Based on the Mehrabian–Russell model, this study investigates whether aesthetic labor performance affects the positive emotions and behavioral intentions of customers in full-service restaurants. This research also identifies the mediating effects of positive emotions on aesthetic labor and behavioral intentions. A total of 320 valid questionnaires were collected from the customers of a well-known chain of restaurants in Taiwan. Structural equation modeling was used to estimate a model linking aesthetic labor, positive emotions, and behavioral intentions. The results revealed that aesthetic labor positively and significantly influences positive emotions and behavioral intentions, and that positive emotions positively and significantly influence behavioral intentions. However, when the control variables of food quality, ambiance, and service quality were added, aesthetic labor did not positively influence behavioral intentions. In addition, positive emotions did not mediate the relationship between aesthetic labor and behavioral intentions. Finally, we provide a discussion on practical implications and suggestions for future research. © 2015 Elsevier Ltd. All rights reserved. 1. Introduction In service-related industries, the interaction between customers and service employees forms the critical process of service contact (Kwong and Yau, 2002). First-line service staff interact with cus- tomers through face-to-face as well as voice-to-voice contact, and play a crucial role in the evaluation of service quality by customers (Kim, 2014) and their assessment of the restaurant experience (Wall and Berry, 2007). Lovelock (1996) regarded service as a type of theater in which service employees are the actors, and customers are the audience. First-line service employees embody the specific characteristics of service-related organizations, enhancing the brand image and acting as a type of “living signboard” (Gotsi and Wilson, 2001). Warhurst et al. (2000) proposed the term “aesthetic labor,” and stated that employees should have the capacities and attributes necessary to perform this labor when they enter the job market. Through recruitment, selection, and training, employers mobilize, * Corresponding author at: No. 510, Zhongzheng Road, Xinzhuang District, New Taipei City 24205, Taiwan, ROC. E-mail addresses: shenght@mail.ncyu.edu.tw (S.-H. Tsaur), 071662@mail.fju.edu.tw (H.-F. Luoh). 1 Address: No. 580, Sinmin Road, Chiayi City 60004, Taiwan, ROC. develop, and commodify these capacities and attributes, transfor- ming their employees into aesthetically skilled practitioners. When employees provide a service, they present a particular style that appeals to their customers. Nickson et al. (2003) claimed that aes- thetically skilled staff, in other words those that are skilled at manifesting aesthetic labor such as looking good or sounding right, tend to attract a high number of high-paying customers. According to the Mehrabian–Russell (M-R) model proposed by Mehrabian and Russell (1974), the internal emotional situation of a person results from environmental stimuli, and influences behavioral intentions. Previous research has indicated that this concept of environment should include both hardware and soft- ware environments. A software environment should encompass factors such as staff appearance and interactions with customers (Liu and Jang, 2009; Ryu and Jang, 2007, 2008; Turley and Milliman, 2000). Warhurst et al. (2000) defined aesthetic labor as employees exhibiting the capacities and attributes for embodying an organiza- tion. Aesthetic labor can be considered an environmental stimulus presented by first-line staff. Through continual aesthetic training, employees develop a service style and effective stimulus. Williams and Connell (2010) argued that the attractive appearances and voices of first-line employees are two major factors in aesthetic labor. Moreover, previous studies have determined that appear- ance, attractiveness, neat dress, and a professional manner affect the emotional responses of customers, further influencing their http://dx.doi.org/10.1016/j.ijhm.2015.08.015 0278-4319/© 2015 Elsevier Ltd. All rights reserved.