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.
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01 Jan 2006
TL;DR: This article explored the roles that power and status and cultural and organizational norms play in both the experience and expression of emotion in the workplace and found that the workplace setting offers a natural laboratory, of sorts, for exploring the roles of power, status, and cultural norms in emotion.
Abstract: Over 20 years have passed since sociologists interested in emotion have turned their attention to the workplace. Often hierarchically ordered, the workplace setting offers a natural laboratory, of sorts, for exploring the roles that power and status (Kemper 1978) and cultural (Simon et al. 1992; Clark 1997) and organizational norms (Hochschild 1983; Pierce 1995; Sutton 1991) play in both the experience and expression of emotion.
29 citations
TL;DR: The results imply that school leaders could properly exert parent-like leadership practices to facilitate teacher commitment through managing teachers’ emotions.
Abstract: Emotional labor plays an essential role in school leadership and teaching, as principals and teachers undergo complex interactions with students, colleagues, and parents. Although researchers have realized the influence of leaders' behaviors on followers' emotions in management and educational contexts, the relationship between leadership behaviors, teachers' emotional labor, and related organizational outcomes has been underexplored. As leadership and emotional labor are situated and influenced by cultural contexts, the current study focused on the relationship between teachers' emotional labor strategies, multidimensional teacher commitment, and paternalistic leadership, a unique leadership type rooted in Confucianism. Paternalistic leadership is a style that combines strong authority with fatherly benevolence, which is prevalent in East Asia and the Middle East. A sample of 419 teachers was randomly selected to participate in a survey. The results showed that principals' authoritarian leadership behaviors had negative influences on teachers' commitment to the profession and commitment to the school. Benevolent leadership had positive effects on teachers' commitment to students, commitment to the profession, and commitment to the school. Teachers' deep acting played positive mediating effects, while surface acting was a negative mediator. The results imply that school leaders could properly exert parent-like leadership practices to facilitate teacher commitment through managing teachers' emotions.
29 citations
TL;DR: In this paper, the authors introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes, (4) groups and teams, and (5) the organization as a whole.
Abstract: Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.
29 citations
TL;DR: The role of homecare workers supporting a person with dementia up to the end of life remains under-researched, with unmet needs for informational, technical and emotional support reported.
Abstract: This systematic review of the literature explores the perspectives and experiences of homecare workers providing care for people with dementia living at home up to the end of life. A search of major English language databases in 2016 identified 378 studies on the topic, of which 12 met the inclusion criteria. No empirical research was identified that specifically addressed the research question. However, synthesis of the findings from the broader literature revealed three overarching themes: value of job role, emotional labour and poor information and communication. The role of homecare workers supporting a person with dementia up to the end of life remains under-researched, with unmet needs for informational, technical and emotional support reported. The effective components of training and support are yet to be identified.
29 citations
TL;DR: Zhang et al. as discussed by the authors investigated female managers' emotional labor employing a cross-level analysis in financial services setting and found that the positive relationship between customer orientation and job satisfaction in frontline employees is strengthened by increases in female managers's deep acting, but it is weakened with the increase in their surface acting.
Abstract: Emotions and emotional labor play a crucial role in professional interactions. Due to the increasing participation share of women managers in the workforce, especially in the customer-oriented service context, this study adopts a multilevel approach and mobilizes person–job fit theory to investigate whether the emotional labor of female managers influences the association between customer orientation and job satisfaction in frontline employees in a services setting.,The participants were 124 immediate female managers working in bank branches and their 896 customer-facing employees in China.,The results show that the positive relationship between customer orientation and job satisfaction in frontline employees is strengthened by increases in female managers' deep acting, but it is weakened with the increase in their surface acting.,The study findings provide support for scholars and financial service organizations as they seek to better understanding the dynamics behind the mobilization of women's emotions and their extent. In term of limitations, the data were taken from a single type of organization located in the northern cities of China, so it can be expected that the findings of this study will not generalize to all contexts.,This paper is the first to investigate female managers' emotional labor employing a cross-level analysis in financial services setting.
29 citations