Emotional Energy: When Customer Interactions Energize Service Employees

Why It Matters

Customer-facing roles are often linked to burnout — but new research reveals that under the right conditions, these interactions can actually re-energise service workers.

Key Takeaways

• Emotional energy can be gained — not just lost — through service interactions.
• Status and autonomy are crucial: when employees feel respected and in control, they thrive.
• Thoughtfully designed “breathing rituals” can transform workplace dynamics and boost morale.

 

Rethinking the Frontline: Beyond Burnout

Frontline service jobs are often portrayed as exhausting, thankless work, where employees must manage the demands of difficult or entitled customers. From call centres to hotel receptions, stress and emotional fatigue are seen as inevitable outcomes of regular customer contact.

But new research challenges this bleak view. Ethnographic fieldwork at Club Med — a global hospitality brand known for its immersive “resort village” experiences — reveals something surprising: some service employees not only enjoy their interactions with customers, but actively seek out more of them. For these employees, engaging with customers fuels their emotional energy, rather than depleting it.

Emotional Energy: What It Is and Why It Matters

The study draws on interaction ritual theory, which suggests that certain social encounters can leave people feeling confident, enthusiastic, and energised — what sociologists call “emotional energy.” This kind of energy isn’t just personal; it’s socially generated when people are physically present, share a focus, experience a common mood, and feel a sense of group unity.

At Club Med, these rituals take the form of lively group dances, shared meals, or spontaneous chats — all outside formal work duties. Service staff, known as GOs (“Gentils Organisateurs”), often describe these moments as the highlight of their day. From performing in shows to sitting with guests at dinner, they feel recharged, not worn down.

Importantly, the research distinguishes between large “effervescent gatherings” — such as evening shows or group dances — and more private “intimate bubbles” like one-on-one conversations. Both types of interactions can generate emotional energy, though in different ways and intensities.

Status, Autonomy, and the Power of Choice

A key finding of the study is that emotional energy flows more freely when service employees feel a sense of status and autonomy. Unlike traditional hospitality roles where employees are expected to serve silently, Club Med’s approach blurs the lines between customer and staff. GOs are encouraged to mingle as equals, lead activities, and even become performers — giving them visibility and recognition.

These moments provide what the researchers call “status elevation” or “status neutralisation.” When GOs lead a dance or become the centre of attention on stage, their perceived status rises. And when they share a joke or story with a guest at dinner, the interaction becomes more personal and less hierarchical.

Just as important is autonomy — the freedom to choose how, when, and with whom to interact. When employees voluntarily participate in these rituals, they report greater enjoyment and energy. But when the same activities are mandated or forced, they quickly become emotionally draining.

Business Implications

The findings offer a fresh perspective on employee engagement. To build a more motivated, energised frontline workforce, businesses should move beyond standard training or incentive schemes and look at the design of everyday service interactions.

Key recommendations include:

• Create shared experiences: Design rituals that bring staff and customers together in meaningful, participatory ways — whether through performances, group games, or shared meals.
• Boost employee visibility: Let staff step into spotlight roles that allow them to be recognised and appreciated.
• Encourage autonomy: Give employees more control over how they interact with customers — who they engage with, and when.
• Introduce “breathing rituals”: Create moments where service roles are temporarily suspended. Think joint activities like walks, sports, or casual hangouts where employees and customers meet as equals.

This approach could be especially powerful in service sectors struggling with burnout, disengagement, or high turnover. It reframes the service encounter not as a burden to endure, but as a potential source of energy — if the conditions are right.

 

Authors & Sources

Authors: Julien Cayla (Nanyang Technological University) and Brigitte Auriacombe (Emlyon Business School)

Original Article: Journal of Marketing