Showing papers on "Emotional labor published in 1991"

The nursing process: raising the profile of emotional care in nurse training

Abstract: This paper reports on the results of a previous investigation into the ward learning environment for student nurses and its relationship to quality of nursing. The emotional aspects of caring associated with the nursing process emerged as an important component of their relationship. The nursing process, introduced during the 1970s, is described as both a philosophy and work method. As a philosophy, it promotes a people-centred rather than task-centred approach to patients and raises the profile of emotional care. Hochschild's definition and analysis of emotional labour in the workplace is used as a conceptual means to understanding the content of nurses' emotional work. It is also used to assess the extent to which the predominant ideologies of nursing, articulated through the nursing process, were applied in the selection and training of nurses to be emotional labourers. It is concluded that the nursing process is more successful as an ideology and less in providing a knowledge base with which to inform training and support for managing complex feelings.

Worker Representation on Boards of Directors: A Study of Competing Roles

Abstract: The study examines worker representation on boards of directors as a form of employee participation in organizational decision-making in 14 U.S. firms in the early 1980s. The authors develop a model of worker director role definitions and role performance to explain how opposition by managers and conventional board directors to labor advocacy on the board can make worker directorships ineffective labor voice mechanisms when other structures of participation are absent in a firm. The analysis shows that corporate managers and workers had widely divergent definitions of the worker director role: management emphasized downward communication from the board to employees, whereas worker directors and their constituents stressed the protection of workers' interests as the main function of worker directors. Both management and labor influenced worker role definitions and role behavior through selection and socialization processes.

Labour market inequality between men and women

Abstract: In recent years research concerning the labour market position of men and women has been conducted both in The Netherlands and elsewhere. This research focuses on two major issues: 1. the allocation of men and women over job levels and occupations, and 2. the remuneration of men and women and pay differences. Research belonging to the first category usually concentrates on the (longitudinal) analysis of segregation in the labour market or on career differences between men and women) Research on the issue of wage rate differentials between men and women often concentrates on age-income profiles and the return to human capital investments. 2 In most studies allocation and pay are treated separately, not in the least due to a lack of adequate data. In the real world allocation and pay are two sides of the same coin, and should, preferably, be analysed in mutual connection. In this article we present such a coherent analysis. Two opposing theoretical approaches are the underlying basis for the analysis. The first one is at the root of the human capital theory. This view maintains that a worker's productivity in principle depends on the worker's stock of human capital alone, which implies that the job a worker holds does not affect his productivity. The second approach underlies, among other things, Thurow's job competition theory. In this view a worker's remuneration is in principle determined by the job the worker holds, while the decision to assign a worker to a job depends on the worker's education and experience. However, after a worker and a job have been matched education and experience do no longer have a substantive influence on the wage rate any more. With these two theoretical approaches in mind we will use data obtained by the Dutch Wage Bureau from a sample among private companies (excluding