Emotional
Labor
Gulmetova Komola
03.29.2022

Contents:• The definition of EL• Alternative usage of EL• Requirements of EL• Job including EL• Types of EL• How to deal with EL?

Emotional labor refers to the practice ofhandling one's emotions and expressions
to meet the emotional demands of a job.
In other words, employees are required tocontrol and manage their feelings whileinteracting with customers, colleagues,clients, and supervisors.

Hochschild, Arlie Russell (1983). The managed heart: commercialization of humanfeeling. Berkeley: University of California Press. ISBN 978-0-520-05454-7.
Grandey, Alicia A. (2000). "Emotion regulation in the workplace: A new way toconceptualize emotional labor". Journal of Occupational Health Psychology. 5 (1): 59–100. doi:10.1037/1076-8998.5.1.95. PMID 10658889. S2CID 18404826.

Alternate usage

Wilkinson, Sophie (21 December 2018). "Why was everyone talking about emotional labour in 2018?". BBC..
Fessler, Leah (24 May 2018). "An extremely clear definition of emotional labor for anyone who still doesn't get it". Quartz.
Beck, Julie (26 November 2018). "The Concept Creep of 'Emotional Labor'". The Atlantic.
Palmatier, Tara (17 December 2020). "Narcissism, Professional Martyrs, Emotional Labor and Christmas".

Inc, CAKE. com. (2017, September 1). Emotional labor: What it is and what it isnot. Clockify. https://clockify.me/emotional-labor

Jobs involving emotional labor are definedas those that:• Jobs that involve emotional labor typically entail direct interactions withthe public, either in person or through verbal communication.
• These jobs necessitate the worker to actively evoke or influence specificemotional states in other individuals during these interactions.
• Employers have the capacity to exert a certain level of control over theiremployees' emotional activities through training and supervision,
guiding them on how to manage and display emotions appropriately
during work-related interactions.
Hochschild, Arlie Russell (1983). The managed
heart: commercialization of human feeling.
Berkeley: University of California Press. ISBN 9780-520-05454-7.

Inc, CAKE. com. (2017, September 1). Emotional labor: What it is andwhat it is not. Clockify. https://clockify.me/emotional-labor

Surface and deep acting
Surface acting

Deep acting

Process employees display

employees change
the emotions
their internal feelings,required for a job
producing more
without changing natural and genuine
emotional displays
how they actually
feelObjecti
to show positive emotions
veGrandey, A. A. (2003). When “The show must go on”: Surface acting and deep acting as
determinants of emotional exhaustion and peer-rated service delivery. Academy of Management
Journal, 46(1), 86–96. https://doi.org/10.5465/30040678

Physicians• According to Larson and Yao's (2005) argument, physicians view empathy as a type of emotional
labor. They suggest that physicians actively perform emotional labor by employing a technique known
as deep acting. This involves genuinely experiencing and displaying sincere empathy towards theirpatients not only during the patient interactions but also before and after such encounters. In essence,physicians manage their emotions to authentically express empathy throughout the entire patient care
process.
• In contrast, Larson and Yao (2005) also contend that physicians may
resort to surface acting, wherein they artificially display empathic
behaviors towards patients when genuine empathy is not possible.
While deep acting is considered the preferred approach,circumstances may arise where physicians find it challenging togenuinely empathize, leading them to employ surface acting as acoping mechanism.
• However, Larson and Yao (2005) emphasize that overall, physicians
are more effective and experience greater professional satisfaction
when they engage in empathy through deep acting as part ofemotional labor. By genuinely experiencing and expressing empathy
before, during, and after interactions with patients, physicians canestablish more meaningful connections with their patients, which
may lead to improved patient outcomes and greater job fulfillment forthe physicians themselves.
Larson, E. B. (2005). Clinical empathy as emotional labor in the patient-physician relationship. JAMA, 293(9), 1100.
https://doi.org/10.1001/jama.293.9.1100

Data indicates that nurses
possess a strong
understanding of Emotional
Labor as a vital professional
skill. This competency
enables them to strike a
crucial balance between
being emotionally involved
with patients while
maintaining a necessary levelof detachment to carry out
their duties effectively andprovide excellent patient care.
This awareness of Emotional
Labor is essential forachieving best practices innursing and ensuring highquality healthcare delivery.

Implications• Customer positive feelings,• Important outcomes, such as
intention to return,• Intention to recommend a
store to others,• Emotional Exhaustion,• Burnout,• Reduced employees’
job satisfaction• Perception of overall service
quality.
Pugh, S. D. (2001). Service with a smile: Emotional contagion in the service
encounter. Academy of Management Journal, 44(5), 1018–1027.
https://doi.org/10.5465/3069445
Guy, M. E., & Azhar, A. (2018). Emotional labor meanings, gender, and culture: A comparativeassessment. Administrative Theory &amp; Praxis, 40(4), 289–303.
https://doi.org/10.1080/10841806.2018.1485452

Women’s jobs, men’s jobs: Sex segregation and emotional labor. (n.d.-b).
https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-6210.2004.00373.x

Empirical evidence suggests thathigher levels of emotional labordemands do not always result inhigher wages. Instead, the level ofcompensation depends on the overall
cognitive demands of the job.
Occupations with high cognitive
demands show increased wage
returns as emotional labor demands
rise, while occupations with low
cognitive demands experience awage "penalty" when faced withincreasing emotional labor demands.
Glomb, T. M., & Rotundo, M. (2004). Emotional labor demands and compensating
wage differentials. American Psychological Association.

How to deal with emotional labor
Tips for employees
1. Let your manager andcoworkers know how you feel
2. Think about the purpose of yourwork
3. Take regular breaks

Tips for managers
1. Show your employees you trustand support them
2. Reward your employees fortheir hard work
3. Create workplace policy that
protects employees

Research highlights: Managing emotional labour. YouTube.
(2015, June 23). https://youtu.be/Q2KoBk8cBs0