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Benefits of emotional labour
Critical analysis of emotional labour
Critical analysis of emotional labour
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The purpose of this essay is to highlight the effect of emotional labour on hospitality workers and whether the requirements of emotional labour are ethical in relation to employees. The first part of the essay will focus on why emotional labour is necessary in the industry and the need for employees to effectively manage their emotions. This will be followed by examining the limitations and negative effects of emotional labour and how this could relate to unethical work demands on employees. Hochschild (1983) was the first to define emotional labour as an occupation that involves the induction or suppression of feelings in order to sustain and outward appearance that produces in others a sense of being cared for in a convivial safe place. Suggesting that employees need to be able to keep external emotional factors in check and put on a front to the customers in order to create a good overall professional opinion.
There has been much debate about whether emotional labour has any benefits for employees having to portray and manage themselves emotionally. But research has suggested that those who can effectively manage themselves draw positives in relation to self-satisfaction and stress management. Kruml and Geddes (2000) and Hochschild (1983) researched and found there were two processes in which people manage their emotions, these being; surface acting and deep acting. This coincides with Goffman (1959) who found that impression management, similar to emotional acting, focussed on employees having to bury their real emotions and putting on an outward appearance of projected emotion to reflect customer expectancy and company standard.
Surface acting is defined as; “An employee who tries to alter the way they appear or outwardly ac...
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...cation Quarterly, 14(1), pp. 8– 49.
Lieberman, K. & B. Nissen (2008). “Ethics in Hospitality and Tourism”. Washington DC: Amer Hotel and Motel Association
Pugh, S.D., (2001). “Service with a smile: emotional contagion in the service encounter”. Journal of Vocational Behaviour, 63, pp. 490 – 509
Rafaeli, A. & Sutton, R.I., (1987). “Expression of emotion as part of the work role”. Academy of Management Review, 12, pp. 23-37
Sharpe. E.K. (2005). "Going Above and Beyond:" The Emotional Labour of Adventure Guides. Journal of Leisure Research. 37 (1), pp. 29-50.
Stanislavski, K.S., (1974). “My Life in Art”. New York
Verbeke, W. (1997). “Individual differences in emotional contagion of salespersons: Its effect on performance and burnout”. Psychology & Marketing. 14 (6), pp. 617-636.
Williams, A. (2009). Understanding the Hospitality Industry. London: Butterworth-Heinemann
...roblem that exist in the theory of emotional labour is the emotional dissonance that exists for the employee and the impact this has on them and on their job satisfaction. Emotional dissonance is defined as being the “the feeling of unease that occurs when someone evaluates an emotional experience as a threat to his or her identity” (Janz & Timmers 2002). The constant manipulation of emotion undertaken by employees is required due to the fact that their jobs require them to always be polite and courteous to the customers, regardless to how the consumer might be treating the employee. This dissonance is said to cause negative effects on the employees; namely excessive stress related ailments. Mann, from the University of Salford, has suggested that constantly having to manage your emotions in such a way could lead to work stress (Mann, 2004).
A basic example of using surface acting to conform to feeling rules is receiving a gift that you did not want during Christmas and knowing
Plutchik, Robert (1980), Emotion: Theory, research, and experience: Vol. 1. Theories of emotion, 1, New York: Academic
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).
Hochschild, undertakes the sociological study of emotional labor in the work force. She analyzes how worker’s feelings in the service industry are exploited for profit by employers and how workers are thought to modify their emotions to a set of rules not just as a surface performance, but on a deeper and emotional level with the customers intimate emotional life. To understand Hochschild’s views, we first need to understand the three types of labor to which she introduces in her studies: emotional labor, management and work, with each having a different meaning. Hochschild defines emotional labor as, “the management of feeling to create a publicly observable facial and bodily display; it is sold for a wage and therefore has exchange value”
Introduction 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. Strategies displayed by frontline staffs in service roles may increase bad outcomes by activating negative idea like emotive dissonance and self-alienation.
I scored moderate on the LOC, (specifically internal LOC) and EI assessments. When evaluating these two tests I found a relationship between my control of emotions and my fate. These surveys made it apparent that my capability to control my feelings provides a higher internal LOC. As Mohapatra and Gupta’s (2010) study suggests, “Being in charge of one's emotions leads a person to believe that he's in control of his/her life and can attain his/her goals by well directed efforts” (p. 16). At work I run into this correlation every time I am dealing with a customer. When I am socially aware of their emotions, I can micro manage my own emotions accordingly. In succession, this increases my relationship management capability. If I do not maintain a high level of EI at work I see my customers’ dissatisfaction as my fault. Therefore, when taking the fate of my customers’ happiness into my own hands, whether it goes bad or good, depends on my handling of the surrounding emotions. Before this test I had not critically thought about how I handled my emotions in a work setting. This helped me understand the connection between being in c...
The method used for this research is a literature review of articles related to emotional in...
Managers should know that emotions are contagious if the boss has a smile his employees feel comfortable and free to smile. Whereas, a boss that is displaying anger makes the work place uncomfortable and a hostile environment. Generally, employees are responsible for their own emotional behavior but there are exceptions such as during times of tragedy. For instance, employees in Ferguson, Missouri may have been given time off during the recent riots because they would have understandably been upset by the unrest in the
Rosen, L. D., Cheever, N. A., Cummings, C., & Felt, J. (2008). The impact of emotionality and
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
High emotional intelligence can improve work performance and its varied aspects can contribute to work differently. One aspect of emotion...
Halbesleben, J. (2003) Emotional exhaustion and job performance: the medical role of motivation. Journal of Applied Psychology, 92 (1), 93-106.
Emotional intelligence is said to differ from cognitive ability and to be associated with enhanced performance in the workplace (Brackett & Salovey, 2006; Bradberry & Su, 2006; Druskat & Wolff, 2001; Lopes, Grewal, Kadis, Gall, & Salovey, 2006; Pescuric & Byham, 1996; Spencer, McClelland, & Kelner, 1997). It is well established that intelligence has a
The hospitality industry has become so competitive in the past several years that if employees or customers are dissatisfied, they will go elsewhere. There are ten common ethical principles for hospitality managers, and without them, businesses can fail very quickly. These principles include the following: Honesty, integrity, trustworthiness, loyalty, fairness, concern and respect for others, commitment to excellence, leadership, reputation and morale, and accountability. Do companies consider ethics before decision-making? Should ethics be included in the process of decision-making in hospitality sector? How do ethics affect the managerial decision-making process? There are several things to think about when it comes to ethics in the hospitality industry and they can either benefit you to the fullest or completely ruin a business. The proper analysis of these questions can further an individual’s knowledge about the hospitality industry and how ethics play the biggest roll in any business.