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Praca emocjonalna w zawodach usługowych – pojęcia, przegląd teorii i badań

100%

Szczygieł D. , Bazińska R. , Kadzikowska-Wrzosek R. , Retowski S.

Psychologia Społeczna

2009

tom 4

nr 3(11)

155-166

The topic of emotions in the workplace is beginning to draw attention from researchers and theorists. In many work settings, employees are expected to exert effort in the management of emotions in order to conform to the norms of organizations. This is called emotional labor, a term coined by Hochschild (1983). Emotional labor is the display of expected emotions by service agents during service encounters. The article reviews and compares different ways of conceptualizing emotional labor. The authors have used a variety of definitions, reflecting differences in emphasis: for Ashforth and Humphrey (1993), emotional labor is an observable behavior; for Morris and Feldman (1996), it is a state of emotional dissonance; and for Hochschild (1983) and Grandey (2000), it is a process of emotion regulation (at deep and surface levels). Emotional labor has been widely studied and is of considerable interest in relation to outcomes such as perceived stress, burnout and sense of accomplishment. The article presents research findings concerning consequences of emotional labor for both employees and organizations. In conclusion, some problems and future research directions were put forward.

EXPLORING A REFINEMENT MEASURE OF DEEP ACTING ON BURNOUT

88%

Andela M. , Truchot D. , Ponz Y.

Studia Psychologica

2014

tom 56

nr 4

267 – 272

While surface acting is negatively related to employees’ well-being, deep-acting seems to bear mostly weak and non-generalizable relations with well-being outcomes. We suggest that inconclusive results may be explained by overly-global measures of deep acting that mixed several processes. Thus we propose to measure cognitive change (ERQ, Christophe, Antoine, Leroy, Delelis, 2009), and attentional deployment, both emotion regulation strategies included in the definition of deep acting, and their respective impacts on burnout (Maslach Burnout Inventory). Our results indicate that cognitive change and attentional deployment, currently measured as composing a one dimensional factor, have in fact different impacts on employees’ burnout: cognitive change is associated with low levels of burnout while attentional deployment is positively related to burnout.