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Accepting the Challenge
Published in Brian C. Miller, Reducing Secondary Traumatic Stress, 2021
The field of occupational psychology has studied emotional labor since the concept was identified in 1983 by sociologist Arlie Hochschild (Hochschild, 1983). Emotional labor refers to the process of managing one’s feelings as part of one’s job. Since the term was coined, there have been decades of research about the emotional labor of job roles such as sales, medicine, and social work. I will draw from the evidence to develop strategies for reducing the amount of emotional labor it takes to do our work.
Work stress induced psychological disorders in construction
Published in Imriyas Kamardeen, Work Stress Induced Chronic Diseases in Construction, 2021
Emotional labour is the regulation and management of one’s emotions in the workplace to meet job or organisational demands so that employees display only certain, usually pleasant, expressions during interpersonal transactions, particularly with clients/customers, regardless of what they actually feel (Jeung, Kim and Chang 2018; Landy and Conte 2006). This involves suppressing one’s actual emotions and faking/showing false emotions and expressions, which require cognitive and psychological efforts and is stressful, exhausting and psychologically distressing to sustain over a long period (Landy and Conte 2006; Pugliesi and Shook 1997). Research studies have discovered consistent associations between emotional labour and a variety of adverse behaviour, psychological and health outcomes, such as loss of memory, job dissatisfaction, depersonalisation, job stress, hypertension, heart disease, emotional exhaustion, burnout and turnover intentions (Brotheridge and Grandey 2002; Zapf 2002). Emotional labour has also been shown to exacerbate cancer (Mann 2004).
The Relationship between Intensification of Stress-Inducing Customer Behaviors, Job Burnout, and Well-Being of Customer Service Workers
Published in Dorota Żołnierczyk-Zreda, Emotional Labour in Work with Patients and Clients, 2020
Emotional labor has been defined in various ways. The term job-focused emotional labor describes the level of emotional job demands specific to a profession. This approach has been often used in research on customer service occupations, where such demands as frequency of customer contact or expectations related to expressing emotions are measured [Brotheridge and Grandey 2002]. The second approach to emotional labor constitutes the concept of employee-focused emotional labor which relates to regulating and expressing emotions in compliance with the employer-set standards, aiming to meet the job demands. In this approach, the emotional dissonance that occurs when a worker expresses feelings other than those actually felt, and the processes of regulating the employee expressed emotions to fulfill the job demands, are measured [Brotheridge and Lee 2002].
Queerness is a Particular Liability: Feeling Rules in College and University LGBTQ Centers
Published in Journal of Homosexuality, 2023
Chad R. Mandala, Stephanie M. Ortiz
From an organizational sociological perspective, the extent to which supervisors and organizations manage and exert power over their workers is of great importance (Perrow, 1972). Emotional labor is one mechanism through which organizations control their workers, in particular, the emotional activities of employees (Hochschild, 2012). While many jobs require some manipulation of a worker’s personal emotions, emotional labor describes the occupationally required manipulation, production and management of emotions in oneself and others (Harlow, 2003; Hochschild, 2012). These feeling rules are particularly important in an examination of emotional labor because they act to create the sense of obligation that then governs emotion work through formal organizational rules and informal norms. Feeling rules regulate and control interpersonal reactions so they proceed smoothly and efficiently (Wingfield, 2015) and are spelled out publicly in the discourses of supervisors and in training programs (Hochschild, 2012). Coworkers can also reinforce these rules, with shunning, teasing, and ridicule becoming effective means to correct and adjust feelings to the convention, motivating workers to seek advantage and avoid pain (Hochschild, 2012).
Connecting the dots between caregiver expectations and perceptions during the hospice care continuum: Lessons for interdisciplinary teams
Published in International Journal of Healthcare Management, 2020
Aside from the functional quality of the service (e.g. how the service was delivered), the current study showed that the emotional labor heavily influenced the service outcome. Comments like ‘just in the way that they spoke to me, cared about how I felt’ and ‘I think they were all trained in that they could sense whether we were having a good day or not and they would pick up from that and say calming words to us’. Moreover, this chemistry of emotions resulted in the copied responses of emotional tones. The interpersonal interactions between informal caregivers and the interdisciplinary team demonstrated emotions there were contagious and, in this case, resulted in a positive mood. As Hatfield et al. [59] suggested, when people are in certain moods, those moods are directly passed on to others.
Linking Human Resources Management Practices with Commitment to Service Quality and the Interacting Role of Service Climate in the Private Hospitals: A Study in India
Published in Hospital Topics, 2020
HRM practices were found to be directly influencing commitment to service quality (CSQ). This result is in congruence with the findings of Elmadağ, Ellinger, and Franke (2008) and Sun, Hsu, and Wang (2012). Among the selected human resource management practices only job content was found to be significant in influencing commitment to service quality. Low regression coefficient value (R2=0.10) of regression result shows that human resource management practices perceived by the employees’ have a very poor influence on their commitment to service quality. At the same time, the mean score of the commitment to service equality is 4.21 out of the maximum score of five. This high score of commitment to service quality could be attributed to the very nature of service delivery in hospitals. Here the element of relatedness (empathy) and emotional labor involved in the case of service in the hospitals cannot be overlooked. Emotional labor refers to the process by which workers are expected to manage their feelings in accordance with organizationally defined rules and guidelines (Hochschild 1983). Whereas it is neither the commitment to service quality and to the organization nor due to empathy or emotional labor but to gain experience that they serve patients sincerely, was a comment of a male nurse interviewed. Additionally, the expertise and experience certificate gained help them to get a job abroad with a better salary.