How Emotions Affects Emotions And Emotions

Although originally written in 1983, The Managed Heart is still an up to date look at an interesting concept: combining emotional feelings with the work one does. At first glance, the notion that emotions may have an impact on one’s work environment seems almost a non-issue. However, Hochschild is not saying that; rather, Hochschild looks at the effect of emotions in the workplace, but also the interaction of those emotions with the work itself. The author’s interest in this topic began at an early age, 12, when she recounts an event in her life: her parents, part of the U.S. Foreign Service, entertained diplomats. Hochschild describes the question that came to her mind as she looked up into the smiling face of a

I. Regardless of the situation you have to be willing to face any hard situation given by life. Sometimes we have situations when is time to laugh, sadness and sometimes Anger.

Supervisors and managers can encourage their employees to do things such as exercise (Wong, 2016) to help improve their mood, especially during significantly stressful times. Kinicki and Fugate (2016) wrote that emotions are products of our thoughts, behaviors, and experiences. They also wrote about some specific things we can do to manage our thoughts and behaviors to experience more positive emotions: manage expectations, take time to plan and organize, give a gift to other people, deflect partisan conversations, assume people have good intentions, focus on the job in front of you, and end the day with gratitude (Kinicki & Fugate,

Dance is the beginning of the unit and therefore serves as an introduction to mental and emotions.

It is also essential for us to find the “appropriate” emotion during work. If we cannot find the emotional boundaries between appropriate and inappropriate, we might face either underinvolvement or overinvolvement (Skovholt & Rønnestad, 2003, p.50). Although the human service career is rewarding, doesn't mean it's going to be easy. Every day we need to face clients with different issues, and our daily day is highly possible be emotional draining because of struggling individuals. Learning how to control our emotion inside or outside of our workplace is one of the important lesson in our career life. In addition, our unfinished business in our life could definitely make things difficult. Maintain wellness is important for every human service professional. We all know that unfinished personal concerns can limit the helper’s ability to build a working alliance with a client, that’s why we need to attend other counseling and understand how to help ourselves before we help

Arlie R. Hochschild’s “Exploring the Managed Heart,” and William Davies “All the Happy Workers,” both argue that emotions generated at work are blending into employees’ private lives, showing the extent of corporate control over employees emotions. Hochschild illustrates corporate control of employee emotion when she discusses the personal testimony of a flight attendant and her inability to shed the enthusiasm required on the job once she was home (4). This inability as Hochschild states is “[a] deeper extension of the professional smile is not always easy to retract at the end of the work day,” she suggests that the emotions fostered at work are not easily shed once it is time to clock out (4). With such a high demand for emotional labor

Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. (2002). Managing emotions in the workplace. ME Sharpe. Retrieved March 21, 2017 from https://books.google.com.ph/books?hl=en&lr=&id=nUiRnxzD68UC&oi=fnd&pg=PR11&dq=N.+M.+Ashkanasy,+C.+E.+J.+Hartel,+and+W.+J.+Zerbe+(eds.),+Emotions+in+the+Workplace:+Research+Theory+and+Practice+(&ots=S-KCim_1_h&sig=4JpsB9u67hD6nObcHRAD_F5t2hE&redir_esc=y#v=onePage&q=N.%20M.%20Ashkanasy%2C%20C.%20E.%20J.%20Hartel%2C%20and%20W.%20J.%20Zerbe%20(eds.)%2C%20Emotions%20in%20the%20Workplace%3A%20Research%20Theory%20and%20Practice%20(&f=false

Mood of the persons defines their socio-psychological well being that reflects positively or negatively in their work performance. Social scientists have recognized the importance of psychological well-being of the employees (Cropanzano & Wright, 2001). It is a comparatively long-term, emotional situation. Mood is less powerful and less likely to be set off by a particular stimulus or happening. Hence, moods are important aspect of personality traits that has considerable impact on the overall organizational behavior and needs to be addressed with appropriate psychological needs and paradigms. Quick et al. have stressed ‘it is possible that psychological well-being and employee performance are related’ (Quick et al, 1997).

I believe starting your morning off with quiet time has a huge impact on having a positive and peaceful day. One can choose to spend their time with yoga, reading an encouraging book, or by appreciating a divine view; they all have their own benefits. What I see has the influence on one’s day is taking the time to reflect on the now, taking the time to be grateful for the small things in life. You do not want to just rush into all the stress and demand life has to offer you that day. It is inevitable that you will encounter some sort of obstacle during your 24 hour day. I believe you can change your mindset to find value in whatever your day has waiting for you. I am a strong believer in attracting and extracting positive energy for the comfort

In today’s capitalist society, many have to act or reject their current thoughts and emotions to thrive and survive in the workplace. In daily life many pretend to be happy and attentive for means of a pay check, in which without these tools many would find themselves without a job. While at times seeming trivial in terms of preventing working from being done, emotion is one of the few unique qualities that makes us truly human. It is in this way, emotion plays a important role in

In many companies there is a r¬¬eal urgency in the need to take on some form of emotional labour. Emotional labour is therefore the ‘control of a person 's behaviour to display the appropriate emotions’ (Chu, 2002). This suggests that an individual either suppresses or conceals ones emotion in order to correspond to social norms. Hochschild first introduced this concept of ‘Emotional Labour’ in her book ‘The Managed Heart’ in 1983. In her book, she discussed workforce management and how their views construct ‘publicly observable facial and bodily displays’ (Hochschild, 1983). In juxtaposition to this, emotions are associated to specific reasons/events to which disrupt thought patterns and attitudes. They are momentary and are communicated orally and non-orally. Consequently an individual’s performance of emotions, include ‘a complex combination of facial expression, body language, spoken words and tone of voice’ (Rafaeli and Sutton, 1987).

People may be aware of their own emotions; however, moods can arise without triggering awareness (Kaplan, Cortina, Ruark, LaPort, & Nicolades, 2014, p. 564). As a human resource leader at a previous organization, some of my duties involved assessing, addressing, and helping to manage the emotions and moods of the crewmembers during a six-month deployment. During this deployment, crewmembers experienced a full range of emotions and moods such as gloomy moods during the first days of deployment, or the sadness and despair of a crewmember after receiving news of a death in the family, or the excitement and surprise from advancement results, or the building anticipation and happy moods for homecoming. During this deployment, it was necessary to apply elements of the affective events theory and emotional intelligence to help crewmembers through their stressors to generate and sustain a

The topic of emotional labor has received a great deal of attention within the organizational sciences, spanning across three decades, thousands of articles, and a growing number of reviews published on the subject (Grandey & Gabriel, 2015). Referring simultaneously to two separate processes, emotional labor indicates both “[emotion regulation] performed in response to job-based emotional requirements in order to produce emotion toward – and to evoke emotion from–another person to achieve organizational goals” (Grandey, Diefendorff, & Rupp, 2012, p. 1) and the nested intrapsychic processes inherent to emotion regulation at work. The former process can best be understood through a historical overview documenting the emotional labor

Emotions must be maintained during the hours of work as to not lose focus or have an incident that could cause catastrophes.

In the past, emotions were mostly ignored in the study of organisational behaviour as suggested in (Putnam & Mumby, 1993). The workplace was then viewed as a rational setting, where emotions compromise sound judgment. Consequently, emotions were not even considered as descriptions for a real workplace occurrence. Today, modern findings contradict the older views as more researchers are finding how workplace emotions help to explain important individual and organisational results. Specifically, researchers are starting to explore how employers and employees manage emotions to improve work outcomes in different type of industries. For example, an employee can alter how he/she feels, or what feelings he/she shows, in order to interact with customers or clients in a more effective way and in relation to organisational procedures. Managing emotions for a salary has been termed emotional labour by (Hochschild 1983) and the term will be used throughout the report in when describing this phenomenon. Hochschild’s emotional labour theory deals with emotions, which employees feel or pretend to feel, in order for them to meet their job’s requirements, even though their true emotions might differ from what the target (the customer) perceives. There is a great interest for the study of emotional labour in the service industry and there are numerous empirical studies in which researchers have studied various service industries, such as health care (Lentz 1954), fast food