Emotional labor

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 superiors. This includes the management of emotions that are induced by the job itself or the work environment. Emotional labor has been categorized into two main types: surface acting and deep acting. Surface acting involves managing or faking one’s outward expressions, while deep acting involves trying to change one’s internal feelings to align with the required displays of the job.

History and Development

The concept of emotional labor was first introduced by sociologist Arlie Russell Hochschild in her 1983 book, The Managed Heart. Hochschild's work was groundbreaking in recognizing and naming the process of managing emotions to meet the demands of employers, particularly in service-oriented occupations. Since then, the concept has been expanded and applied in various fields, including psychology, organizational behavior, and human resource management.

Types of Emotional Labor

Surface Acting

Surface acting involves altering one’s outward emotional expressions without changing the internal feelings. This type of emotional labor can lead to a dissonance between felt and displayed emotions, potentially resulting in emotional exhaustion and job dissatisfaction.

Deep Acting

Deep acting, on the other hand, involves trying to change one’s internal feelings to match the emotions that are to be displayed. This can be less harmful than surface acting, as it reduces the dissonance between felt and displayed emotions.

Implications

Emotional labor has significant implications for workers' well-being and job performance. High levels of emotional labor, especially surface acting, have been linked to increased stress, burnout, and turnover intentions. Conversely, deep acting is often associated with better job satisfaction and personal accomplishment.

Sectors and Occupations

Emotional labor is particularly prevalent in service-oriented sectors, such as hospitality, healthcare, retail, and customer service. Jobs in these sectors often require employees to display specific emotions, such as happiness and empathy, even when they do not feel them.

Gender and Emotional Labor

Research has also highlighted the gendered nature of emotional labor, with women often expected to perform more emotional labor than men, both in professional settings and in personal life. This expectation is rooted in societal norms and stereotypes about gender and emotional expression.

Management and Training

Organizations can manage the impact of emotional labor through various strategies, including selecting employees with natural service-oriented personalities, providing training in emotional regulation techniques, and creating a supportive work environment that recognizes the challenges of emotional labor.

See Also

• Affective labor
• Burnout (psychology)
• Job satisfaction
• Organizational behavior
• Workplace stress

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