
This book reviews, integrates, and synthesizes research on emotional labor and emotion regulation conducted over the past 30 years. The concept of emotional labor was first proposed by Dr. Arlie Russell Hochschild (1983), who defined it as "the management of feeling to create a publicly observable facial and bodily display" (p. 7) for a wage. A basic assumption of emotional labor theory is that many jobs (e.g., customer service, healthcare, team-based work, management) have interpersonal, and thus emotional, requirements and that well-being and effectiveness in these jobs is determined, in part, by a person's ability to meet these requirements
This book investigates the multifaceted impact of emotional labor on employee well-being and organizational effectiveness within the modern workplace. The authors, Alicia A. Grandey, Deborah E. Rupp, and James Diefendorff, synthesize three decades of empirical research to evaluate how the management of emotional displays influences professional performance. By examining the evolution of emotional labor theory since its inception, the text provides a comprehensive framework for understanding the interpersonal requirements inherent in diverse service and management roles.
What You Will Find
Experts recognize this volume as a comprehensive synthesis of organizational psychology regarding emotional labor. Readers frequently note the academic density of the prose, making it a foundational text for researchers and practitioners in human resources and management studies.
Page Count:
344
Publication Date:
2013-01-01
Publisher:
Taylor & Francis Group
ISBN-10:
0203100859
ISBN-13:
9780203100851
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