Solve the following two page case study:

The magic and excitement of theme parks have enthralled Jessica since her first visit to a Disney theme park 14 years ago. The characters, the enchanted atmosphere, the immaculate park grounds and the stories told by the Disney employees - all of this made such a memorable impression that Jessica would now like to use a theme park as the focus for her Master's research project. Her interest in the sociology of work leads Jessica to read about theme park employees' accounts of their experience. These shed light on the burdens and troubles of being a theme park employee. She is particularly struck by the ethnography of the sociologist John vanMaanen, who worked for three summers as a rides operator in a Disney theme park and wrote up his experiences as a participant observation ethnography of these workers (vanMaanenandKunda1989).

Disney proclaims itself on its website as the 'happiest place on earth'( http://disneyland.disney.go.com ). However, for employees, the picture may be less positive. John vanMaanendescribes Disney as 'the smile factory'. He observes that employees vie for status and respect in a highly regimented employment structure where standardised rules and procedures ensure that grimy operations such as cleaning are almost invisible, so that customers only experience joy and pleasure (and perhaps buy more from the concession outlets and merchandising stores). He writes about how employees find tricks to subvert the rules, for example, having more than the permitted number of 'time-outs'. But more often than not, employees come to accept and buy into the Disney culture. They 'glide into their kindly and smiling roles' with ease (vanMaanenandKunda1989: 73). The success of this feat of social engineering is largely due, according to vanMaanenandKunda(1989) and Bryman (2003), to the socialisation process which employees go through. A big part of the socialisation process is achieved through influencing employees' emotions, or at least the emotional aspect of their interactions with theme park visitors. Hochschild (2003: 186) argued that for many service industries such as air travel and hospitality, what used to be considered a private act of emotional display - idiosyncratic, spontaneous and personal toa customer and service worker - may now be controlled, managed and standardised through organisations'training and socialisation practices. This is perhaps the darker side of theme parks that Jessica never saw as an excited child. But with her interest in the sociology of work, she now feels that it reaches insidiously into all aspects of service work. Recently, scholars have talked of the 'emotional labour' which employees have to provide as part of their jobs. Their appearance,demeanour and emotional responses to customers are all aspects of work over which they usually have some control; but increasingly in organisations, employees' conduct is tightly scripted and regulated. It's not just a question of pretending to smile and be happy. The socialisation process into the organisation's culture and values aims to make employees want to smile all day. Jessica wonders whether the stresses and strains of emotional labour have been ignored by many business researchers. She's particularly interested in getting the 'insider' view, and settles on a provisional title for her master's research project: 'Inside a theme park: what are employees' experiences of emotional labour?' But what sort of research design would be best for doing this? Jessica has some university friends already working at a local theme park, and wants to ask them if they'll be interviewed for her project. However, having read VanMaanen's(1991) ethnographic study she has a nagging doubt: would semi-structured interviews be enough to expose the emotional labour which these employees have to perform?