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22 - Emotion Work and Emotion Management

from Part III - Workplace Affect and Interpersonal and Team-Level Processes

Published online by Cambridge University Press:  25 June 2020

By
Dieter Zapf ,
M. Esther García-Buades  and
Silvia Ortiz-Bonnin
Edited by
Liu-Qin Yang ,
Russell Cropanzano ,
Catherine S. Daus  and
Vicente Martínez-Tur
Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
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Summary

The concept of emotional labor or emotion work, first introduced by Hochschild (1983), has received enormous attention among researchers in recent decades (e.g. Grandey, 2000; Grandey & Gabriel, 2015; Holman, Martínez-Iñigo, & Totterdell, 2008; Hülsheger & Schewe, 2011; Rafaeli & Sutton, 1987; Zapf, 2002). It refers to emotional job requirements that service employees are exposed to when interacting with customers or clients. Social interaction with customers is one of the core aspects of service work. Here, as in any social interaction, requirements about regulating one’s emotions play a central role. Hochschild (1983), who coined the term “emotional labor” for this requirement, investigated the work of flight attendants and demonstrated that a substantial part of the job involved dealing with passengers and their emotions, and that displaying emotions that were not felt had a negative effect on both the health and the performance of service providers. As this finding was of high theoretical and practical importance, it stimulated research in the field.

Type
Chapter
Information
The Cambridge Handbook of Workplace Affect , pp. 297 - 309
Publisher: Cambridge University Press
Print publication year: 2020

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