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especially in social contexts like airline flights where a cabin attendant has to keep a
brave face when the aircraft is going through turbulence and the passengers feel uneasy.
Thompson (1998:189) adds that these emotions are desired by a particular person's
organization in exchange fOr labour and this leads to lower job satisfaction and is "an
unfortunate consequence ofemotional management in negotiation."
Emotional labour, according to Barry (1999:99), occurs in the following ways:
(i) How frequently the emotion must be displayed
(ii) How attentive the individual is to the expectations or display rules required
(iii) How many emotions must be displayed, and the amount of emotional
dissonance or discrepancy between emotions that are genuinely felt and those that
have to be displayed.
This may take the form of "surface acting", where a person displays emotions
that he or she does not genuinely feel, leading to emotional dissonance, or "deep
acting" where a person works hard to feel the emotion he must display by fantasising or
imagining it. Barry is of the opinion that surface acting is more commonly used in
negotiation and does not need long preparation like deep acting.
Barry (1999:101) gives an illustration of a model of a typology of four basic
modes of premeditated affective display where in deep acting in cell A under display
form there is a genuine change ofmood, whereas in cell B under surface acting verbal
cues are used to manage another person's impressions of one's emotions. This might
include making comments about the weather, or making facial expressions to reflect
unhappiness, happiness, etc. These are displays of undifferentiated affect, moods or
affect states.
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