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11 - Emotional Labor

Display Rules and Emotion Regulation at Work

from Part II - Workplace Affect and Individual Worker Outcomes

Published online by Cambridge University Press:  25 June 2020

By
Alicia A. Grandey ,
Katelyn E. England  and
Louis Boemerman
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

Emotional labor continues to gain popular media interest (Ben-Achour, 2015; Levy, 2018) and scholarly interest (Grandey, Diefendorff, & Rupp, 2013; Hülsheger & Schewe, 2011). Emotional labor is when employees manage emotions as part of a work role (Hochschild, 1983), such as a service provider’s cheery greeting to customers or a therapists’ suppression of shock at their client’s secrets. Prototypically, emotional labor is performed during interactions with the public, by service employees who are selected for and trained in emotional displays with links to financial or professional gains (Grandey, Diefendorff, et al., 2013; Hochschild, 1983), though this conceptualization is broadening to include coworkers and leader–follower interactions. The potential trade-off between the performance goals of the organization and the employees’ well-being is central to the study of emotional labor.

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The Cambridge Handbook of Workplace Affect , pp. 146 - 159
Publisher: Cambridge University Press
Print publication year: 2020

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