EMOTIONAL INTELLIGENCE, EMOTIONAL LABOUR AND WORK EFFECTIVENESS IN SERVICE ORGANISATIONS: A PROPOSED MODEL Abdul Kadir Othman, Hazman Shah Abdullah and Jasmine Ahmad The paper draws together literature on emotional intelligence (EI) and emotional labour (EL) and examines its influence on work effectiveness (WQ) in different business settings; professional service, service shop and mass service. In professional service, it is proposed that EI is important in assisting employees to achieve highly in five facets of WQ; job role, career role, innovator role, team role and organisation role. In service shop, the influence of EI is moderate but the role of EL is increasingly important. In mass service, EI does not significantly contribute to high WQ instead EL plays its effective role in promising WQ. Therefore, the role of emotional intelligence and emotional labour in influencing service quality is dependent on the type of service organisations. Key Words: Emotional Intelligence, Emotional Labour, Work Effectiveness, Service Types INTRODUCTION T HIS paper examines the growing application of emotional intelligence (EI) in the development of human capital in modern organisations. A number of studies have posited the importance of EI in work performance (Abraham, 2004, Austin, 2004, Carmeli, 2003, Gabriel and Griffiths, 2002, Higgs, 2004, Law, Wong and Song, 2004, Lyons and Schneider, 2005, Sy, Tram, and O’ Hara, 2006, and Varca, 2004) as well as service provision (Bardzil and Slaski, 2003, Kernbach and Schutte, 2005,Sojka, and Deeter-Schmeiz, 2002). Many service businesses compete successfully on the basis of high tech or high touch operations or a combination of both. The EI proponents support its universal efficacy. But, it is well established in service science that service businesses vary significantly (Lovelock, 1983, Schmenner, 1986, and Shostack, 1977). This paper is an attempt to develop a contingency based or nuanced view of the fit between different types of service businesses and the potential role of EI in influencing service providers’ work effectiveness (WQ). The role of EI is defined via a set of propositions in three service settings namely professional service, service shop and mass service. Where the intensity of service provider- client interaction is high (more thick information exchange, high discretion, extended interaction, high value exchange, for example in a professional service), EI will play an important role in affecting WQ. In services where the intensity of service provider-client interaction is low (for example consumer banking), EI has a more limited role in promising WQ. Given the relative intensity and competitive centrality of human capital in service businesses, the concept of EI is viewed as particularly important in developing competitive advantage. However, in services management, the concept of emotional labour (EL), which refers to “the management of feeling to create a publicly observable facial and bodily display” (Hochschild, 1983) cannot be ignored. Organisations establish display rules, which are meant to control the employees’ behaviours during service encounter and generate emotional labour demands. Service personnel are required to display appropriate emotions to enhance their role. However, EL is effective depending on the contexts it is applied. This paper attempts to relate the concept of EI as well as EL to WQ