Out of all the working nations around the world, the United States not only emphasizes the pressure to please and perform professionally, but also stresses the amount of emotional investment applied into job positions. This process where employees are required to alter their emotions and behavior in order to please their employer and clients is known as emotional labor. From socialization within an organization or the expectations of a worker in customer service, the amount of emotional labor an individual is willing to give ultimately depends on personal character and willingness to commit to the organization’s expectations. Every firm holds their own company expectations when it comes to keeping employee and client interaction professional …show more content…
There are two main components that are mentioned when it comes to emotional labor, which are deep acting and surface acting. The concepts of surface acting and deep acting contain depth and are performed during emotional labor. According to Alicia Grandey, surface acting is shown when an individual presents an emotion on the outside without having a true connection to their real feelings. She states, “Surface acting is ‘faking in bad faith’…the employee conforms to the display rules to keep the job, not to help customer or the organization.” (Grandey, 2003). Surface acting may seem as though it would be easier to perform, but there are problems that appear when having routine façades that do not always fit with how you truly feel. These problems are stress related and make the individual unable to compartmentalize their true emotions once they stop working. This eventually leads to emotional dissonance, causing a person to become unsure of their own identity because they cannot find the boundary between their real and false emotions. On the other hand, deep acting is quite different because people try and contain the emotions that are being asked of them during their jobs. This is a little more difficult to do because people need to understand how their emotions work and how the customer and organization want them to behave. As stated before, Grandey believes this behavior is more genuine to the individual “the intent, then, is to seem authentic to the audience; thus, deep acting has been called ‘faking in good faith” (Grandey,
The situation in which I will be referring to throughout this essay is a family dinner celebrating my brother’s engagement to his fiancé whom my mother approves of but my father does not. The works of Arlie Hochschild on emotional work will be used to analyze the situational context. Arlie Hochschild is a professor at the University of California, Berkeley whose area of interest is in how individuals manage their emotions and perform emotional labor in places that require control over one’s character such as their workplace. Her work suggests the idea that emotion and feeling are social. In this Hochschild (1983) means that there are rules to how we feel in every situation such as birthday parties and trying to stay happy at them or funerals and being expected to express emotions of grief. An individual may engage in emotional work by changing their affective state to match the feeling rules of the situation, Hochschild (1983) refers to this as two concepts: surface acting and deep acting.
Goleman and Cherniss (2001) postulates that emotional competencies are learned abilities. Social awareness or skill at managing relationships does not guarantee the mastery of the additional learning required to handle a customer adeptly or to resolve a conflict. It only prognosticates that we have the potential to become skilled in these competencies.
In Dijk and Kirk's paper, it distinguishes the constructs of emotional labour and emotional dissonance which associated with negative consequences, especially the employee of heritage tourism site. It aims to help the further study about emotional dissonance cause by emotion labour, prove the management of the job outcomes of emotional labour. Researcher using the existing researches for reference clearly state the concept of emotional labour and emotional dissonance, and the relationship between them. Besides, writer draws a conclusion via the interview of 25 relevant employees. In the paper, author summarizes four steps via secondary and quantitative. First, it has been found that employee have a responsibility to response display rules which is needed by emotion labour, however negative outcomes were not always with display rules. The next step is that emotion labour not always bring ne...
The concept of emotional labour has often been referred to as being the performance of emotionally acting. Emotional acting can be split into two different categories; surface acting and deep acting. Surface acting is described as being the act of expressing an emotion without actually feeling that emotion (Hochschild 1983), which includes actions that are used to cover any negative emotions with positive actions. An example of this would be a bank teller who smiles continuously at a customer even though the customer has been very rude. Deep acting is another form of emotional labour which can be further split into two different types of emotional actions; the first is to exhibit the actual emotion that yo...
The pressure can come from the need to make minimum wage money or a parent deciding on what their kids need to do financially. When choosing something to take interest in, they are content and adore what they do. Love for their work profession encourages a positive attitude and this is needed for productivity. When an employee loves what they do, they attain constructive behavior. But, when productivity is sacrificed, it begins to suffer with negative employees who only work to make a change.
The creation of a strong working psychological contract is dependant on the commitment and effectiveness of the employee within in the organisation. The extent to which their own expectations of what the organization will provide for them and what they owe the organisation in return must match the organisation’s expectations of what it will give and get in return (Schein, 1965).
Stephen L. Fink (1992). "The Species of High commitment to workplaces. Greenwood Publishing Group. Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the
Emotions play an essential role in our everyday lives and the majority of individuals are not consciously aware about it. Based on how someone’s emotions are for that day, depends on what kind of day that person will have. In essence, the person’s day is impacted by their emotions. The question whether or not a person can control their emotions voluntarily varies from person to person. In some cases, people are able to handle their emotions depending on the situation they're in. For instance, a person cannot lash out on another person because it is not socially acceptable. However, some people do and let their emotions get the better of them. The controlling of one’s emotion is known as emotional regulation. Emotional regulation is the ability
The Industrial-Organizational Psychologist, 41(2), 69-72. Dumbrava, G. (2011). Workplace relations and emotional intelligence. Annals of the University of Petrosani, Economics, 11(3), 85-92. Grubb III, W. L., & McDaniel, M. A. (2007).
Emotional Labor (EL) is defined “as managing emotions through surface or deep acting by following organizational display rules in return for a wage.” (Hochschild 1983). Task performance and strategy is increased through EL and it has impact on administration of service.
Executives emotional intelligence (EI), insight, and authority aptitudes have a clear connection to their particular execution. New research demonstrates that an executive 's passionate style drives other people 's inclinations and practices Goleman, Boyatzis, and McKee, (2015). Only in recent years has there emerged a scientific model of the emotional mind that explains how so much of what we do can be emotionally driven. Individuals can be so reasonable at one moment and so irrational the next, and the sense in which emotions have their reasons and their logic (Goleman, 2005). The discovery that individuals with expanded mindfulness, enhanced practices and an aptitude for obtaining new skills should effectively connect with people in the environments they work, live and play. Learning by doing and experiencing success is the way to achieve new and exciting skills, knowledge and abilities (Nelson & Low, 2003).
Individuals behave in a given manner based not on the way their external environment actually is but, rather, on what they see or believe it to be. An organization may spend millions of dollars to create a pleasant work environment for its employees. However, in spite of these expenditures, if an employee believes that his or her job that assigned to them is lousy and feel unsatisfactory, that employee will behave accordingly.
Arnold J., Silvester J., Patterson F., Robertson I., Cooper C. and Burnes B. (2005) Work Psychology: Understanding Human Behaviour in the Workplace 4th edition, Pearson Education Limited Essex
There are various challenges faced and even more opportunities for organizational behavior to assist workers in improving the workplace as a whole, people skills, productivity, and customer service. Understanding and taking time to learn and educate one’s self is how attitudes develop and affect behavior is a key component to organizational Behavior. The bottom line is that the more tuned into the needs of its employees, the more successful a company is likely to become. A company will absolutely benefit a great deal so long as employees and management alike are able to control and monitor their attitudes for the appropriate
It is important that employees do not fear for their jobs, are stressed of their tasks and their deadlines, etc. Employee happiness should be one of the most important topics for any organizations. If they are happy, they are more likely to focus on their own tasks, work hard, and create a good environment. If they are stressed they are more likely to make mistakes and influence the environment