Emotion Labor
Introduction
Emotional labour is the act of expressing organizationally required emotions during interactions with others at work (Buchanan & Huczynski, 2010). Emotions are not simply for pleasure of people involved but they have an exchange value which is linked to profit. It also requires coordination of mind and feeling. The emotional style of offering a service has not only become part of the service itself (Hochschild, 2003), but increasingly is now often more important than the service itself. Cases such as the JetBlue’s flight attendant parachute out of the plane when the passengers did not listen to him (Hochschild, 1983) shows that the flight attendant is not an emotional labour as he could not manage his emotions well while working.
Companies use a combination of three elements to ensure their employees perform as required. One of the elements is careful in applicant selection where they tend to select those who exhibit a clean and honest appearance (Henkoff, 1994). Next is training the employees. Training is given to new employees that will interact with the customers. Last element is employee monitoring. For example, conversations between employees and customers are recorded for review purposes (Taylor, 1998).
Emotion Intelligence
Emotional Intelligence is the ability to identify, integrate, understand and reflectively manage one’s own and other people’s feelings (Buchanan & Huczynski, 2010). Salovey and Mayer (1990) argued that the concept of ‘rational’ intelligence ignores emotional competencies. Goleman (1998, 2005) argues that emotional intelligence is more important to career success than technical skills or rational intelligence. Goleman comes up with the five dimensions of emotional intelligence which are self-awareness, regulating feelings, motivation, empathy, and social skills.
Scientific management is one of the techniques use in management founded by Taylor (1911) that being used until now. This technique can be used to
Emotional labour is the act of expressing organizationally required emotions during interactions with others at work (Buchanan & Huczynski, 2010). Emotions are not simply for pleasure of people involved but they have an exchange value which is linked to profit. It also requires coordination of mind and feeling. The emotional style of offering a service has not only become part of the service itself (Hochschild, 2003), but increasingly is now often more important than the service itself. Cases such as the JetBlue’s flight attendant parachute out of the plane when the passengers did not listen to him (Hochschild, 1983) shows that the flight attendant is not an emotional labour as he could not manage his emotions well while working.
Companies use a combination of three elements to ensure their employees perform as required. One of the elements is careful in applicant selection where they tend to select those who exhibit a clean and honest appearance (Henkoff, 1994). Next is training the employees. Training is given to new employees that will interact with the customers. Last element is employee monitoring. For example, conversations between employees and customers are recorded for review purposes (Taylor, 1998).
Emotion Intelligence
Emotional Intelligence is the ability to identify, integrate, understand and reflectively manage one’s own and other people’s feelings (Buchanan & Huczynski, 2010). Salovey and Mayer (1990) argued that the concept of ‘rational’ intelligence ignores emotional competencies. Goleman (1998, 2005) argues that emotional intelligence is more important to career success than technical skills or rational intelligence. Goleman comes up with the five dimensions of emotional intelligence which are self-awareness, regulating feelings, motivation, empathy, and social skills.
Scientific management is one of the techniques use in management founded by Taylor (1911) that being used until now. This technique can be used to