T4 Emotional Labor

EMOTIONAL LABOR
Definition (1)
Acc
to the sociologist Arlie Hochschild :
"management of feeling to create a publicly

facial and bodily display
Labor involves managing
emotions so that they are consistent with
organizational or occupational display rules,
regardless of whether they are discrepant
with internal feelings.
Emotional
Definition (2)
According to Hochschild, jobs involving emotional
labor are defined as those that:
(1) require face-to-face or voice-to-voice contact with
the public;
(2) require the worker to produce an emotional state in
another person;
(3) allow the employees to exercise a degree of control
over their emotional activities
Display rules refer to the organizational rules about
what kind of emotion to express on the job
Emotion regulation
Refers to the process of modifying one's own emotions
and expressions
The processes by which individuals influence which
emotions they have, when they have them, and how
they experience and express these emotions
There are two kinds of Emotion regulation:
1. Antecedent-focused emotion regulation, which refers
to modifying initial feelings by changing the situation or
the cognitions of the situation
2. Response-focused emotion regulation, which refers to
modifying behavior once emotions are experienced by
suppressing, faking or amplifying an emotional response
Forms of emotional labor (1)

Employees can display organizationally-desired
emotions by acting out the emotion.
Such acting can take two forms:
1. surface acting, involves "painting on" affective
displays, or faking; Surface acting involves an
employee's (presenting emotions on his or her
"surface" without actually feeling them. The
employee in this case puts on a facade as if the
emotions are felt, like a "persona")
2. deep acting wherein they modify their inner feelings
to match the emotion expressions the organization
requires.
Forms (2)
Though both forms of acting are internally false, they

represent different intentions.
That is, when engaging in deep acting, an actor
attempts to modify feelings to match the required
displays, in order to seem authentic to the audience
("faking in good faith") in surface acting
The alternative strategy, employees modify their
displays without shaping inner feelings. They
conform to the display rules in order to keep the job,
not to help the customer or the organization, ("faking
in bad faith").
Forms (3)
acting is argued to be associated with
reduced stress and an increased sense of
personal accomplishment; whereas surface
acting is associated with increased stress,
emotional exhaustion, depression, and a
sense of inauthenticity
In 1983, Arlie Russell Hochschild, who wrote
about emotional labor, coined the term
emotional dissonance to describe this
process of "maintaining a difference between
feeling and feigning"
Deep
Emotional labor in
organizations
In past, emotional labor demands and display rules

were viewed as a characteristics of particular
occupations, such as restaurant workers, cashiers,
hospital workers, bill collectors, counselors,
secretaries, and nurses
However, display rules have been conceptualized

not only as role requirements of particular
occupational groups, but also as interpersonal job
demands, which are shared by many kinds of
occupations.
Determinant of Using
Emotional Labor
1. Societal, occupational, and organizational norms.
For example, empirical evidence indicates that in
typically "busy" stores there is more legitimacy to
express negative emotions, than there is in typically
"slow" stores, in which employees are expected to
behave accordingly to the display rules; and so, that
the emotional culture to which one belongs influences
the employee's commitment to those rules.
2. Dispositional traits and inner feeling on the job
Such as employee's emotional expressiveness, which
refers to the capability to use
..
facial expressions, voice, gestures, and body
movements be important definers of display rules at
the job level, given their direct influence on worker's
beliefs
about
high-performance
expectations.
Moreover, supervisors' impressions of the need to to
transmit emotions;[or the employee's level of
career identity (the importance of the career role to
one's self-identity), which allows him or her to express
the organizationally-desired emotions more easily,
3.Supervisory regulation of display rules
That is, Supervisors are likely to suppress negative
emotions on the job influence the employees'
impressions of that display rule.
Implication
Studies indicate that emotional labor jobs required the

worker to produce an emotional state in another person.
For example, flight attendants are encouraged to create
good cheer in passengers and bill collectors promote
anxiety in debtors.
Research on emotional contagion has shown that
exposure to an individual expressing positive or negative
emotions can produce a corresponding change in the
emotional state of the observer.
Accordingly, a recent study reveals that employees'
display of positive emotions is indeed positively related to
customers' positive affect
Positive affective display in service interactions,

such as smiling and conveying friendliness, are
positively associated with important customer
outcomes, such as intention to return, intention to
recommend a store to others, and perception of
overall service quality
There is evidence that emotion labor may lead to
employee's emotional exhaustion and burnout over
time, and may also reduce employee's job
satisfaction. That is, higher degree of using emotion
regulation on the job is related to higher levels of
employees' emotional exhaustion, and lower levels
of employees' job satisfaction.
There is empirical evidence that higher levels of

emotional labor demands are not uniformly
rewarded with higher wages.
Rather, the reward is dependent on the level of
general cognitive demands required by the job.
That is, occupations with high cognitive demands
evidence wage returns with increasing emotional
labor demands; whereas occupations low in
cognitive demands evidence a wage "penalty" with
increasing emotional labor demands.
References
Adelman, P. K. (1995). Emotional labor as a potential source of job stress. In S. L. Sauter

& L. R. Murphy (Eds.), Organizational risk factors for job stress (pp.371 - 381).
Washington, DC: American Psychological Associassion.
Ashford, B. E. & Humphrey, R. H. (1993). Emotional labor in service roles: The influence
of identity. Academy of Management Review, 18(1), 88-115.
Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burnout: Comparing two
perspectives of people work'. Journal of Vocational Behavior, 60, 17-39. [10]
Brotheridge, C. M. & Lee, R. T. (2002). Testing a conservation of resources model of the
dynamics of emotional labor. Journal of Occupational Health Psychology, 7, 57-67.
Cropanzano, R., Rupp, D.E. & Byrne, Z.S. (2003). The relationship of emotional
exhaustion to work attitudes, job performance and organizational citizenship behaviors.
Journal of Applied Psychology, 88(1), 160-169.
Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling.
Berkeley, CA: University of California Press.
Glomb, T.M., Kammeyer-Mueller, J. & Rotundo, M. (2004). Emotional Labor Demands
and Compensating Wage Differentials. Journal of Applied Psychology 89, 700-714. [13]
Grandey, A.A. (2000). Emotion regulation in the workplace: A new way to conceptualize
amotional labor. Journal of Occupational Health Psychology, 5, 59-100.

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EMOTIONAL LABOR

to the sociologist Arlie Hochschild :

"management of feeling to create a publicly

Forms of emotional labor (1)

Though both forms of acting are internally false, they

In past, emotional labor demands and display rules

However, display rules have been conceptualized

Studies indicate that emotional labor jobs required the

Positive affective display in service interactions,

There is empirical evidence that higher levels of

Adelman, P. K. (1995). Emotional labor as a potential source of job stress. In S. L. Sauter

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