Disneyization Emotional Labour

First and foremost, according to the journal article “Disneyization of Society” written by (Bryman, 2004) under chapter 5 performative labour, emotional labour can be defined as state of affairs between employees as part of their working roles needing to express feelings and emotions preferably to seem as though their emotions are deeply held within their job requirements. The type of emotions delivered can be encouraging or undesirable emotions or in other words, positive or negative emotions. All though there can be negative or positive emotional labour, in this chapter the author focuses more on positive emotions such as the ones that supposed to make a recipient of the emotional labour feel good about the worker and the organisation for which he or she works. It is said that, emotional labour is always about acting and giving out emotions that make a recipient feel good. Hence, the central concept and
Emotional labour does not exhaust the ways in which emotions relate to and are influenced in organisation. There are several ways in which emotions and feelings take on significance in an organisation, but in drawing attention to emotional labour the focus is being placed on a feature of Disney’s theme parks that are spreading throughout the service sector. Increasing organisations nowadays seek to motivate employees by raising commitments to the firm or a team, so that they become emotional tied to it. As a result of this, they are expected to commit themselves, not just to their jobs but to the firm and all that it represents. The ways that employees’ emotions are enlisted for organizational ends is through developing mission statements and designing organisational culture values. This is done to create a sense of meaning and attachments for them are among the main mechanisms for creating that bond.

2. Emotional labour can be well-defined by ways of a strength involved in carrying out emotional instruction to fulfil with personal demands required in order to execute a job in a business (Monaghan, 2006). Having good or negative emotions has its own consequences in an organisation. First and foremost, it is vital for an organisation to have personnel’s that portray good emotional labour because this will lead to a component of the service that the organisation is providing. In other words, emotional labour is a basis of differentiation (Bryman, 2004). For example, when an employee is at work and gives out good feelings towards their job in handling customers, customers would feel that they are handled well and therefore, they would remember the organisation because of the decent facilities that has been given to them (Bryman, 2004). Moreover, organisations that have an extensive range of challengers would value having differentiation in terms of emotional labour because clients would be contented to come back because the facility provided was an impressive one (Bryman, 2004). This would be an essential part for the organisation because without customers there wouldn’t be sales and the organisations would find it difficult to survive (Bryman, 2004). This is because; customers are the assets of any organisation (Bryman, 2004). Therefore it is very important for a business to secure its “customer assets” (Groth, et al., 2006). In addition, in organizations that provide services such as call centres, where employees are usually required to manage their emotional expression toward customers (Hochschild, 1983 cited in Bryman, 2004), they should have good emotions because what they say or how they speak on the phone will affect the status of the organisation that they are employed for (Bryman, 2004). So it is vital for the employees to display appropriate positive emotional expression for example expressing a smile on the phone in customer service call centres (Ghalandari, et al., 2012). As stated in the article “Disneyization of Society written by the author Bryman, customers are always describe as the “king” and therefore, the king has to be satisfied with all his or her needs (Bryman, 2004, p. 106). This has become the central importance in many organisations (Bryman, 2004). There are a number of benefits of having excellent emotional labour towards an organisation; For example, improved customer service, customer retention and increase in sales (Monaghan, 2006). Moreover, stereotyping is often associated with emotional labour. In the dissertation written by Monaghan (2006) cited from Hochschild (1983) the writer mentions that womenfolk would involve themselves more with emotional labour than menfolk, based on the thinking that women are entitled on to carry out emotional work more, and they are anticipated to be involved in situations that involve such determinations (Monaghan, 2006). This is not necessarily true, as not merely women are required to show positive feelings in their work; men also need to express positive feelings in their job where they find themselves in jobs where they must be aggressive towards those that transgress rules, while women are more likely to accomplish tasks while restraining aggression and anger toward others. Women generally are given tasks that demand nurturing, tenderness, sensitivity, and intuition. They are supposedly afraid of things that men are not supposed to fear and are often described as compassionate, charitable, agreeable, and kind.
The disconnection between how workers performance and how they feel is very much related to what damages them psychologically which is created through emotional labour (Hochschild, 1983 cited in Bryman, 2004). Stress is one of the aspects that results in negative emotions in work (Bryman, 2004). Stress normally happens to workers that regularly require engaging in great levels of feelings at work. This has revealed to have harmful effects to employees’ psychological and bodily health (e.g., Spector, Chen and O’Connell 2000). This effect every so often will result in ill health entitlements, absence of employees, and productivity at work will be loss (e.g. Schaubroeck, Jobes and Xie 2001). Furthermore, with high amounts of pressure at work possibly will lead to employee violence and disruption (Cooper, Dewe, and O’Drisscoll 2001). Therefore in conclusion, Emotional labour can be in a positive form or a negative. Emotional labour is important to maintain reputation of the organisation and also it is used to retain customer equity (Bryman, 2004). There are also the negative points such as stereotyping and too much emotional labour may lead to stress in employees.

3. First of all, I strongly agree with the term “emotional labour involves workers to exhibit certain feelings as part of their profession” (Bryman, 2004). Workers should show positive emotions in their work such as smiling to customers and clients because it gives a good impression to customers. During my first year of visiting the hospital for having treatment for my backaches, I have observed and experienced in receiving end of emotional labour. Last year when I was admitted in a hospital where I had to undergo a spinal surgery which was a major turning point of my life, the nurses and doctors always came and greeted me with a smile on their faces, and they always asked me to not worry about what is about to happen. It made me feel good and relaxed. Well I believe that it is important for a nurse or a doctor to show positive emotions such as smiling to their patients as this will give a great impact to their patients such as a feeling of calm and a feeling of “not to worry”. For a receiver of emotional labour like myself, I believe that it is crucial for service workers to show emotions when at work, for example; in this case nurses and doctors who provide health care services should show genuine concerns for their patients such as smiling and having eye contact. This is because by showing positive emotions, it will affect a patient’s perception of the service quality that is provided. A patient who has a nurse or a doctor who smiles would feel that they are cared for and they are in good hands. Hence, for a patient like me I would have felt more comfortable and had a strong trust in the doctor who operated on me.
Besides that, I have also experience giving out emotional labour when at work. I strongly again believe with the “ “ (Bryman, 2004). While I was working in Domino’s delivery call centre, I had to give out and portray positive emotions in my work; it may not be visible but I had to show through an interaction on a telephone. It was very important for me to have the ability to interact with a friendly and cheerful voice. This is because, when a customer calls to make a delivery order, the way I speak will change the perception of how the service quality is given to the customers. Hence, it is important for a Domino employee like me to speak politely and show interest in my job. However, based on my experiences of being an employee in this service call centre, I have experienced offensive customer’s feedback on the phone; either the food was delivered late.

Bibliography
Bryman, A., 2004. Dsneyization of Society. Performative labour, p. 103.
Ghalandari, K., Jogh, M. G. G., Imani, M. & Nia, L. B., 2012. The Effect of Emotional Labor Strategies on Employees Job Performance and Organizational Commitment in Hospital Sector: Moderating Role of Emotional Intelligence in Iran. World Applied Sciences Journal, 3(17), pp. 319-326.
Grandey, A., 2000. Emotion regulation in the workplace. A new way to conceptualize emotional labor , Volume 5, pp. 95-100.
Groth, M., Hennig-Thurau, T. & Walsh, G., 2006. Chapter9 A conceptual model of the effects of emotional labor strategies on customer outcomes. In: W. J. Zerbe, N. M. Ashkanasy & C. E. Härtel, eds. Individual and Organizational Perspectives on Emotion Management and Display. s.l.:Emerald Group Publishing Limited, pp. 219 - 236.
Chen, P Y and Spector, P E (1992), “Relationships of work stressors with aggression, withdrawal, theft and substance abuse: An exploratory study”, Journal of Occupational and Organizational Psychology, 65(2), pp. 177-184
Cooper, C L, Dewe, P J, and O’Driscoll, M P, (2001), Organisational stress: A review and critique. California: Sage

Bibliography: Bryman, A., 2004. Dsneyization of Society. Performative labour, p. 103. Ghalandari, K., Jogh, M. G. G., Imani, M. & Nia, L. B., 2012. The Effect of Emotional Labor Strategies on Employees Job Performance and Organizational Commitment in Hospital Sector: Moderating Role of Emotional Intelligence in Iran. World Applied Sciences Journal, 3(17), pp. 319-326. Grandey, A., 2000. Emotion regulation in the workplace. A new way to conceptualize emotional labor , Volume 5, pp. 95-100. Groth, M., Hennig-Thurau, T. & Walsh, G., 2006. Chapter9 A conceptual model of the effects of emotional labor strategies on customer outcomes. In: W. J. Zerbe, N. M. Ashkanasy & C. E. Härtel, eds. Individual and Organizational Perspectives on Emotion Management and Display. s.l.:Emerald Group Publishing Limited, pp. 219 - 236. Chen, P Y and Spector, P E (1992), “Relationships of work stressors with aggression, withdrawal, theft and substance abuse: An exploratory study”, Journal of Occupational and Organizational Psychology, 65(2), pp. 177-184 Cooper, C L, Dewe, P J, and O’Driscoll, M P, (2001), Organisational stress: A review and critique. California: Sage