Topic
Emotional labor
About: Emotional labor is a research topic. Over the lifetime, 3948 publications have been published within this topic receiving 112110 citations. The topic is also known as: emotional labour.
Papers published on a yearly basis
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TL;DR: This paper examined the relationship between workday break activities and emotional experiences and the role these variables play in the role of emotional labor and work recovery literatures, and found that these variables played an important role in the perfor...
Abstract: Drawing on the emotional labor and work recovery literatures, we examined the relationship between workday break activities and emotional experiences and the role these variables play in the perfor...
354 citations
TL;DR: The authors examined the antecedents and consequences of two emotional labor strategies (surface and deep acting) in the lodging industry and found that surface actors are more exhausted and cynical than deep actors and the mediating role of emotional labor between burnout and job and personality characteristics is found to be rather weak.
353 citations
15 Jan 2005
TL;DR: The concept of emotional labor was introduced by Hochschild et al. as discussed by the authors, who found that employees experiencing discordance between felt and required emotions can suppress their genuine emotion, pretend to feel the required emotion (surface acting), or change their emotions to match their organization's display rules (deep acting).
Abstract: A customer service representative who loses his or her temper with a
customer would be considered “unprofessional;” as would a funeral director
who is perky and bubbly with grieving clients. Behavior in organizations
is profoundly influenced by organizational norms and rules. Emotional
behavior is no exception. Organizational rules and norms for emotional
behavior are communicated to employees through both formal means,
such as selection, training, evaluation, and incentive systems, and informal
means, such as social influence and pressures. Many organizations encourage
employees to exhibit only a narrow range of emotions while at work, such as
expressing only cheerfulness when interacting with customers, or suppressing
their irritation with a diffi-cult coworker in the name of professionalism.
However, as human beings, we can experience a wide range of emotionsin a given workday. In order to comply with organizational requirements,
many employees must suppress their true emotions or manipulate their
emotional expressions. Employees experiencing discordance between felt
and required emotions can suppress their genuine emotion, pretend to feel
the required emotion (surface acting), or change their emotions to match
their organization’s display rules (deep acting; Ashforth & Humphrey, 1993;
Brotheridge & Lee, 2002; Grandey, 2000). This emotional regulation at
work was termed emotional labor by Hochschild (1983). In the 20 years
since Hochschild’s (1983) study, emotional labor researchers have focused
their energy and attention on further defining the emotional labor construct,
exploring possible operationalizations of emotional labor, and identifying
possible antecedents and outcomes of emotional labor.
344 citations
TL;DR: This paper examined within-individual relationships among emotional labor, negative and positive affective states, and work withdrawal, as well as the moderating role of work withdrawal in a work environment.
Abstract: Using experience-sampling methodology, we examined within-individual relationships among emotional labor, negative and positive affective states, and work withdrawal, as well as the moderating role...
341 citations
TL;DR: It is proposed that a work unit with a climate of authenticity should provide a self-regulatory break from emotional labor with patients, thus replenishing resources and buffering against strain from emotional Labor.
Abstract: Given the emotional nature of health care, patients and their families may express anger and mistreat their health care providers; in addition, those providers are expected to manage their own emotions when providing care--two interpersonal stressors that are linked to job burnout. Integrating conservation of resources (Hobfoll, 2002) and ego depletion (Muraven & Baumeister, 2000) theories, we propose that this creates a resource loss spiral that can be slowed by the presence of a "climate of authenticity" among one's coworkers. We describe this climate and how it differs from other work climates. We then propose that a work unit with a climate of authenticity should provide a self-regulatory break from emotional labor with patients, thus replenishing resources and buffering against strain from emotional labor. We tested this multilevel prediction by surveying 359 health care providers nested within 48 work units at a large, metropolitan hospital. We find that medical workers experiencing more mistreatment by patients are more likely to be managing emotions with patients, and this response further contributes to the employees' job-related burnout. As predicted, managing emotions with patients was unrelated to burnout for workers in a unit with a climate of authenticity.
338 citations