The Importance Of Managers Pressure And Experience Negative Feelings When They Are Forced

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demands of their roles. This study aims to prove that managers feel pressure and experience negative feelings when they are forced to follow the organisation’s rules making tough decisions.
2.1.2. Emotional Labour in Management Positions
For decades, scholars recommended that employees should follow Weber’s argument to keep emotions out of the work place and to practice “administrative rationality” (Ashforth and Humphrey, 1995). When emotions were discussed it was in terms of how they interfered with rational decision-making or were part of interpersonal conflict. In this paper, it is argued that managers have to perform emotional labour especially, when they have to make tough decisions regarding their colleagues.
Emotional labour has been conceptualized primarily as a duty of front line service employees (Ashforth and Humphrey, 1993; Brotheridge and Grandey, 2002).
During the past few decades, the study of emotional labour has proven to be vital. It has been shown how employees are required to manage their emotions as well as their behaviours, at least in the workplace. Hopfl and Linstead (1993, p.91) state:
Organisations adopt styles of presentation, motivation and cultural manipulations which are thoughtful, calculated, strategically planned and executed and depend almost entirely upon effective agitation and channeling of emotion for their success.
Initially, studies of emotional labour focused on employees dealing with clients, customers, and the public outside the
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