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INTRODUCTION AND REVIEW OF LITERATURE motions occupy a very important place in an individual's life as they guide many of his/her endeavours. People experience different types of positive and negative emotions and get influenced by them. Emotions do play a vital role in Organizational life as well. Emotion acts as a way to enhance interrelatedness, help in building mutual understanding and interpersonal relationships among the employees. With the emergence of new global economic order in the form of globalization, privatization and liberalization, the degree of interdependence among organizational functional areas have increased tremendously. Rise in competition from internal and external markets has resulted in placing more emphasis on customers' sovereignty. Managing customer service interactions through emotional regulation has gained priority for the organizations to ensure overall product quality and customers' satisfaction. With the research on workplace emotions picking up pace, a keen interest have been observed among the researchers towards exploring the importance of appropriate emotional display by the employees during service interactions (Grandey, 2000). More recently, one area of research in workplace emotions that has attracted remarkable attention of the researchers and practitioners is Emotional Labour, an employee's expression of organizationally desired emotions during interactional transactions at workplace (Ashkanasy and Daus, 2013). The changing workplace [ 2 ] paradigm has necessitated the discovery of the distinct feature of performing Emotional Labour, its consequences and to identify how employees are able to meet the challenges associated with it during their service encounter. A quality interaction between service providers and customers is crucial for any organization; however it is more dominant for the survival of service sectors. Presenting a positive image to customers or clients has become an important requirement for the employees in order to sustain customers' preferences and to accomplish goals. Service organizations often demand their employees to control and manage their emotions during interactions with the customers (Gross, J.J. & John, O.E., 1997). However, the true challenge arises when employees have to project one emotion while feeling another. The strict adherence to conform to company's emotional display rules often result in bottled-up feelings of frustrations, anger and resentment among the service employees and it can eventually lead to various psychological consequences (Muchinsky, P. M., 2000). The deleterious effects of experiencing extensive Emotional Labour by the employees have often gone unnoticed by the organization (Grandey, 2003; Pugh Groth and Hennig-Thurau, 2011). There is an increasing concern about the decreased state of health, well-being and dissatisfaction among the service employees who experience extensive Emotional Labour as a part of their work role (Prati, Perrewe, Liu and Ferris; 2009; Pugh et al., 2011). Hence, it becomes relevant to study the implications of experiencing Emotional Labour by service employees, who constantly work under emotional boundary conditions, where the management of their emotions as per the Organization guidelines becomes fundamental in order to create an ultimate service experience for the customers,

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