الفهرس 
Chapter One: introduction and overviewOnly 14 pages are availabe for public view
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Abstract
Relatively few empirical studies in the field of emotional labor and job burnout literature have been conducted. Researches on other professional groups have shown that certain emotion regulation strategies, known as emotional labor strategies (i.e., genuine acting, deep acting and surface acting), are needed as a common response to display rules for showing different emotional expression and may be associated with job burnout.
The present study aims to fill this gap in the literature, taking into consideration additional variables; personality types (i.e., extraversion and neuroticism) and supervisor support as moderators to examine these relationships. This study was conducted on a sample of service providers in Bibliotheca Alexandrina as a case study using online survey and hard copies questionnaires; targeting employees who have direct contact with visitors for the Bibliotheca Alexandrina (BA). Data from online surveys of 55 employees and 51 hard copies summing up to 106 employees was analyzed using linear regression analysis.
The results of this study supported seven out of the fifteen hypothesized relationships between independent variables (i.e., emotional labor strategies), suggested moderators (i.e., two dimensions for personality types and supervisor support) and the dependent variable; job burnout. Most notably, supervisory support, extraversion personality trait and genuine acting strategy reduce the chance of job burnout while neuroticism personality and surface acting strategy may cause job burnout. Deep acting strategy may reduce the chance of job burnout taking supervisor support in consideration as a moderator. But, direct positive effect for deep acting to reduce the job burnout was insignificant and the moderation effect for extraversion and neuroticism were insignificant. This may be due to the limitation that sample was nonrandom targeting selected employees and other variables need to be examined like demographics. However, the more the job burnout can lead to happiness, pleasure, certainty and enjoyment given unexamined factors; socialization, trajectory of work and success, job autonomy, empowerment, delegation of authority, personality traits like agreeableness and consciousness, job engagement and organization commitment. All of these factors can diminish burnout that needs to be investigated. As failure can be a motive for success