What is emotional Labour theory?

Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. More specifically, workers are expected to regulate their emotions during interactions with customers, co-workers and managers.

What is emotional labor theory?

Sociologist Arlie Hochschild coined the concept of emotional labor in her famous book, The Managed Heart (1983). Emotional labor refers to the way a person manages his or her emotions as regulated by a work-related entity in order to shape the state of mind of another individual, such as a customer.

What is emotional labour in sociology?

Emotional labor refers to the process by which workers are expected to manage their feelings in accordance with organizationally defined rules and guidelines. … These include studies of interactive work and research directly focused on emotions and their management by workers.

What does Arlie Hochschild define as emotional labor?

Arlie Hochschild: Emotional labor, as I introduced the term in The Managed Heart, is the work, for which you’re paid, which centrally involves trying to feel the right feeling for the job. This involves evoking and suppressing feelings.

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What are the four components of emotional labor?

There is a relatively wide consensus on the key components of emotional labor and their relationships. These components include affective events, display rules, emotion-rule dissonance, emotion regulation strategies, and genuine and fake emotional displays.

What causes emotional labour?

Emotional labor is generally defined as the act of expressing organizationally desired emotion during the service transactions, and is caused by the difference between the actual emotional state experienced by the employee and the emotional expression required by the organization’s emotional expression norms for …

What is the difference between emotion work and emotional labour?

Emotion work has use value and occurs in situations in which people choose to regulate their emotions for their own non-compensated benefit (e.g., in their interactions with family and friends). By contrast, emotional labor has exchange value because it is traded and performed for a wage.

How do you explain emotional labor to a man?

“Basically you want to explain to them what emotional labor is, give some examples of how you are handling it within your relationship, and finish with some of the tasks you’d like him to take over,” Hartstein says. If they’re not familiar with the concept, they’ll have no idea how to go about doing more of it.

What is emotional labor what is its relation to emotional dissonance explain?

Emotional labor is an indicator of how employees can handle adversity at work if they let their emotions hurt their work. Emotional dissonance occurs when employees are not able to control their emotions. Their real emotions become an obstacle to job performance.

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Which sociologist developed the concept of emotional labor?

Emotional labor is a concept that sociologist Arlie Hochschild developed in the 1983 book The Managed Heart. There’s been a recent spate of media interest in “professional cuddlers,” who engage in nonsexual physical contact with clients for a fee.

What is an example of emotional labor?

Here are a few examples of emotional labor in the workplace: The insistence that employees always smile at customers and/or act “peppy” Prevention of response to a customer when they treat an employee rudely or inappropriately. Punishment if an employee reacts after being treated unfairly or inappropriately.

How do you manage emotional labor?

Feel like emotional labor may be taking a toll on your job satisfaction? Try these six ways of managing it:

  1. Don’t belittle its importance. …
  2. Recognize the efforts of others. …
  3. Require fairness. …
  4. Resist bottling up feelings. …
  5. Take care of yourself. …
  6. Look for flexible arrangements. …
  7. Browse Open Flexible Jobs.

Is emotional labour ethical?

However, our understanding of emotional labor, while conceptually and empirically substantial, is normatively impoverished: very little has been said or written expressly about its ethical dimensions or ramifications for the employee–employer relationship.