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International Conference on Technology and Business Management March 18-20, 2013 the emotional labor strategy of surface acting led to increases in subsequent strain, while deep acting led to increase in job performance. Inhibition of emotions leads to various illness including high blood pressure, heart disease and cancer. The practice of emotional labor in an unsupportive work environment produces work-related stress, which has a wide range of potentially serious health effects. Faking emotions or surface acting always leads to burnout. Providing friendly service to customer may be taxing to employee’s health. Emotional dissonance always leads to stress, turnover ,absenteeism, and low morale . It has been understood that how multifaceted and important are the emotional dimensions of caring were to issues such as staff retention, job satisfaction, patient satisfaction, professional development and service delivery (Mazhindu 2003). So, it is becoming increasingly clear that successful management of emotional labor by employees plays a critical role in the process of customer retention, recovery, and delight. 8. Conclusion Emotional labour is an intrinsic part of managing, teaching researching and nursing. Our emotions make us human, and this affects our learning experiences and the experience of our service users. Ensuring support through the tough times as well as the good times is one way to ensure the young generation remember how to become good managers, researchers, teachers, and nurses in the future.. Emotional labor is a subtle but serious occupational hazard that is likely to spread rapidly as the global service economy continues to grow. Emotional labor requires more than just acting friendly and being helpful to customers; the worker must manage his or her emotions to create a company-dictated experience for customers. The product of emotional labour is often a change in the state of mind or feeling within another person, most often a client or a customer. First, increased emotional labour is associated with higher levels of workplace stress (Adkins and Lury, 1999), with its associated negative impacts on employee health and well-being.To prevent emotional exhaustion of service employees the development of interventions to promote healthbeneficial emotional labor is necessary. This can be achieved by fostering deep acting, which reduces emotional exhaustion over longer periods of time. Emotional labour which involves deep acting is rather like method acting. We make a conscious effort to help annoying users because avoiding the negative feelings is good for us and we remain in a better emotional state. Problems in service encounters may arise from faulty communication or biased interpretation of each others behaviour. Questioning our thinking concerning a service relationship or situation will lead to a reappraisal of the situation and will ease emotional labour. Emotions at work are an important part of company life. Help people understand their reactions to emotional labor, and develop policies and procedures to reduce the negative impact of emotional labor. These are ways to improve overall performance and worker satisfaction. Organisation Culture influences not only what people think, say and do but also what they feel. In addition to culture change, the increasing move towards internal markets within large organizations means that more employees will have to treat employees in other sections and departments as customers or clients rather than coworkers and hence be subjected to more emotion display rules (and, arguably, emotional labour). Attitudes to work and a willingness and ability to handle the emotional aspects of work are components of competence easily overlooked in the design of training programmes, particularly those concerned with procedural skills. It may be that training alone is an insufficient response to such a complex issue and that ongoing support, monitoring and advice, needs to be formalized within a continuous development scheme. A system of workplace mentoring or the "buddy system" favoured by some manufacturing industries could prove useful in this regard. Though many employers do not acknowledge the existence of emotional labor, it is a real occupational hazard that may generate life-altering effects on physical and emotional health. In many senses, the debate around emotional labour has moved on from Hochschild’s initial premises and continues to shed new and valuable light on a once hidden aspect of service work. 9. Scope for further research A number of challenges await those conducting research in this domain, some of which are theoretical while others are measurement related. Despite these challenges, the potential for a significant contribution to Emotional labour can be a powerful integrative concept that brings together these, as well as other, fruitful areas of study. The implications of commodification for the interface between employee, ‘end user’ and organisation is a further area of inquiry which can throw light on some of the moral and ethical considerations around such work. Further research into emotions at work will shape future education, management and research strategies in keeping emotional labour at the forefront of any service jobs. 169
International Conference on Technology and Business Management March 18-20, 2013 10. References 1. Anderson, Geoffe, Emotions and work in a lifestyle occupation, Journal of European Industrial Training. Bradford: 1993. Vol. 17, Iss. 5; pg. 10, 5 pgs 2. Andrew J. Morris, Daniel C. Feldman; Managing Emotions in the Workplace, Journal article by Journal of Managerial Issues, Vol. 9, 1997 3. Barrett Steven, Emotional Labour and the Permanent Casual Lecturer: Ideas for a Research Project, International Education Journal Vol 4, No 4, 2004,Educational Research Conference 2003 Special Issue, University of South Australia 4. Bonnie K. Andrews , Susan Karcz , Beth Rosenberg , Hooked on a Feeling: Emotional Labor as an Ocupational Hazard of the Post- Industrial Age by W Solutions: Journal of Environmental And Occupational Health Policy , Volume18, Number 2/ 2008 5. Brotheridge, C. M., & Grandey, A. A. (2002). Emotional labor and burn-out: Comparing two perspectives of “people work.” Journal of Voca-tional Behavior, 60, 17–39. 6. Crick, Anne P, Merchandising smiles: Emotional labour in Jamaican tourism - 7. Emmanuel Ogbonna Lloyd C. Harris Work Intensification and Emotional Labour among UK University Lecturers: An Exploratory Study, Cardiff University, Wales, UK 8. Hochschild, A. (1983), The Managed Heart, University of California Press, Los Angeles, CA. 9. John Schaubroeck, James R Jones, Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms, Journal of Organizational Behavior. Chichester: Mar 2000. Vol. 21 pg. 163, 10. Katie Taylor, Call centre operators suffer, too, Knight Ridder Tribune Business News. Washington: Mar 4, 2007. pg. 1 11. Kinman Gail, Emotional labour and strain in “front-line” service employees,Does mode of delivery matter?, Journal of Managerial Psychology, Vol. 24 No. 2, 2009. pp. 118-135 12. Mann Sandi ,Emotional labour in organizations, Leadership & Organization Development Journal; Volume: 18; Issue: 1; 13. Mann Sandi , A health-care model of emotional labour, An evaluation of the literature and development of a model, Journal of Health Organization and Management,Vol. 19 No. 4/5, 2005 pp. 304-317 14. Mazhindu DM ,Ideal nurses and the emotional labour of nursing’, Nurseresearcher 2009, 16, 2 McBride Neil, Emotional Labour and IT Services, IT Service Management Research Group, School of Computing, De Montfort University 15. Neal M. Ashkanasy, Charmine E. J. Härtel, Catherine S. Daus, Diversity And Emotion: The New Frontiers In Organizational Behavior Research, Journal of Management, 2002, Special Review Edition 16. Payne Jonathan, What’s wrong with emotional labour?, Research Paper 65, April 2006, University of Warwick, SKOPE, 17. Raj Persaud Gresham, Faking it: The emotional labour of medicine, ,Professor for public understanding of psychiatry and consultant psychiatrist Maudsley Hospital, London 18. Robbins Stephen P, Judge Timothy A, Sanghi Seema, Organisation Behaviour, Prentice Hall, N Delhi (Twelfth Edition,2007) 19. Simpson R; Smith S; Emotional Labour & Organisations -A developing Field: Brunel University Stuart Daniel Sidle, Humour as Emotional Labour, Dept of Psychology DePaul university, Illinois, Chicago 20. Taking a call on emotional labour. (2005). Businessline, , 1-1 21. http://www.mindtools.com/pages/article/newTMM_44.htm 170
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