Service with style and smile. How and why employees are performing emotional labour? (original) (raw)
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The Experience, Expression and Management of Emotion at Work
Psychology at Work Edited by P. Warr, 2002
Emotions are intrinsic to everyday experience inside and outside work, both colouring experience and shaping behaviour. Three key aspects of emotion that influence well-being and behaviour at work will be considered here: emotional experiences (such as feeling angry, embarrassed, excited or proud), the ways in which people express their emotions, and the ways in which they manage their own and other people's emotions.
Journal of Applied Psychology, 2015
We investigated the relationship between deep acting, automatic regulation and customer tips with 2 different study designs. The first study was a daily diary study using a sample of Dutch waiters and taxi-drivers and assessed the link of employees' daily self-reported levels of deep acting and automatic regulation with the amount of tips provided by customers (N ϭ 166 measurement occasions nested in 34 persons). Whereas deep acting refers to deliberate attempts to modify felt emotions and involves conscious effort, automatic regulation refers to automated emotion regulatory processes that result in the natural experience of desired emotions and do not involve deliberate control and effort. Multilevel analyses revealed that both types of emotion regulation were positively associated with customer tips. The second study was an experimental field study using a sample of German hairdressers (N ϭ 41). Emotion regulation in terms of both deep acting and automatic regulation was manipulated using a brief self-training intervention and daily instructions to use cognitive change and attentional deployment. Results revealed that participants in the intervention group received significantly more tips than participants in the control group.
Contemporary Economics
This work is licensed under a Creative Commons Attribution 4.0 International License. Many job posts require one to display emotions specified by organisational standards. Such work is referred to as emotional labour (EL) and consists in producing particular emotional reactions in contacts with a customer as well as suppressing the actual emotional reactions that could be seen negatively by the other party. An employee may cope with such work by choosing one of two strategies: surface acting or deep acting. Emotional labour has various consequences, and professional burnout is among the negative ones. The objective of the article is to review the literature concerned with the exercise and the consequences of EL and analyse the relationship between surface and deep acting and the level of professional burnout among selected professional groups (N=297). Furthermore, the authors examine the correlation between an employee's competences and their preferred style of EL and assess the moderating role of competences in negative consequences of EL. Analyses confirm that the persons characterised by surface role-playing display a higher level of professional burnout; however, no correlation is found between deep role-playing and lower professional burnout. Analysis of the coefficients of correlation demonstrates no significant correlation between an employee's competences and deep acting, whereas a statistically significant correlation is discovered between competences and the surface strategy. The higher the competences, the less likely the employee will exercise surface acting. Verification of the last hypothesis reveals that people with a higher level of competences who follow the surface strategy in terms of faking emotions are characterised by a lower level of professional burnout than employees with lower competences. ployees how to react emotionally with standard behaviours in relations with customers, specifying the manners of greeting, servicing standards, and complaint handling (Grandey, 2000). Such practices often cause the employees to find themselves in a situation where the emotions they feel do not correspond to the emo
The Experience and Expression of Emotion in the Workplace
Management Communication Quarterly, 1991
This study evaluated Rafaeli and Sutton's (1989) model of emotional expression in the workplace by examining descriptions of emotional interactions occurring among members of a state government agency. The results indicated that qualities of felt emotions influenced emotional expression, which in turn yielded changed relational perceptions and changed communication behavior subsequent to the emotional event. Content analysis of the event descriptions resulted in preliminary generalizations about the types of emotions experienced by members, the nature of repressed emotional messages, and the dimensions of relationship changes stemming from the emotional events. The results are interpreted as evidence of the importance of emotional communication in relationship reformulation and are consistent with Van Maanen and Kunda's (1989) recent depiction of emotional control as part of organizational culture.
Emotion regulation at work (manuscript - edited version)
Work organizations consist of people, and people are beings guided not only by rational cognitive processes but also by emotions and seemingly irrational motives based on affect. This chapter elucidates the matter of intra-and interpersonal emotion regulation at work through the prism of employees and their leaders. It provides a critical overview of multiple aspects of the topic (e.g., emotional demands placed on employees and how they cope with them; emotional intelligence, sides of leadership and their effects, etc.), outlining their importance in terms of subjective wellbeing in the workplace and objective performance on the job as well as contemporary theoretical frameworks. This chapter helps readers to understand conscious and subconscious processes of regulating own and others' emotions in occupational settings and explain various subsequent outcomes for organizations and their employees. Strategies to deal with disruptive behavioural or cognitive patterns are also presented.
Personality and Individual Differences, 2015
This study developed and validated a comprehensive a measure of ER preference the WERPI Beyond expanding the taxonomy, the WERPI also applies specifically to the workplace This study finds that individuals have a preference toward certain ER strategies over others This study shows some ER strategies are more effective than others in a customer service context *Highlights (for review) WERPI 2 Abstract Emotion regulation preference varies from person to person. However, the emotion regulation literature has mostly dichotomized preference to cognitive change and response modulation. The current investigation focused on development and validation of a comprehensive measure of workplace emotion regulation and examined the relationship between all emotion regulation strategies using a well-known taxonomy (Gross, 1998) and customer service performance.