Managing Emotional Labour at Workplace

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Managing Emotional Labor at Workplace (CHRM) Emotional labor is a form of emotion regulation that creates a publicly visible facial and bodily display.[1] While emotion work happens within the private sphere, emotional labor is emotional management within the workforce that creates a situation in which the emotion management by workers can be exchanged in the marketplace. Example: Professions that require emotional labor are: nurses, doctors, waiting staff, and television actors. Emotional Labor in Detail: Arlie Hochschild created the term 'emotional labor' in 1983 to describe the things that service workers do that goes beyond physical or mental duties. Showing a genuine concern for customers' needs, smiling, and making positive eye contact are all critical to a customer's perception of service quality. These types of activities, when they're essential to worker performance, are emotional labor. When you face angry clients or people who are generally unpleasant, emotional labor can be particularly challenging. A large part of that challenge comes from the need to hide your real emotions, and continue to 'smile and nod your head,' even when receiving negative or critical feedback. Companies often place a great deal of strategic importance on service orientation, not only to external customers but to colleagues and internal clients as well. While emotional labor is applicable to many areas of business, the consequences are probably greatest in traditional service roles. However, in an increasingly service-oriented marketplace, it's important to understand how emotional labor affects workers, and what organizations can do to support and manage any issues. Implications for Workers: When you engage in emotional labor, you control your feelings to fulfill the goals and expectations of your organization. From a practical standpoint, this means that you

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