The Teacher 's Emotional Labor

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

Interaction is an important concept in sociology, and it has been studied from multiple different perspectives. Both Erving Goffman and Arlie Hochschild have made notable contributions to the sociological study of interaction. According to Erving Goffman’s The Presentation of Self in Everyday Life, interaction can be explained through a dramaturgical model. Within the dramaturgical model, interactions are portrayed as performances, as if a particular social environment is a stage, and the people in that social environment are actors (Goffman). Erving Goffman’s sociological interpretation of interaction is extended by Arlie Hochschild in her piece Feelings Management. Hochschild focuses specifically on performances that are put on in the workplace. Acting in the workplace has become a necessity in the service industry because in many cases, people must act warm and welcoming in order to keep their jobs. This method of acting happy and upbeat in the service industry is called emotional labor. However, as Hochschild explains, emotional labor can cause a strain on service workers, especially when they must act cheerful, even when they feel upset and distressed. The discrepancy between a person’s true emotions and their feigned emotional state is known as emotive dissonance. Continued emotive dissonance can lead to spillover, in which a person’s true emotions come out because they can no longer hold back these emotions. Though emotional labor began in the workplace, Hochschild

Attempts to define “emotion” have proved to be rather difficult. Instead of searching for a comprehensive definition, Gross (2011) describes the three core features of emotions. First, emotions occur when an individual decides that a situation is relevant to his or her goals. Second, emotions are multi-faceted, and involve both subjective and physiological experiences, as well as behaviors. The third feature involves the authoritative nature of emotions. They have the powerful ability to interrupt ongoing processes, assert their priority over other activities, and force their way into awareness. For example, some traditions describe emotions as “disorganized interruptions of mental activity” (Salovey & Mayer, 1989). Emotions are such an

In “Exploring the Managed Heart” by Arlie Russel Hochschild and “All the Happy Workers” by William Davies, the authors agree that the emotions of employees are influenced by corporations in order to increase profit, but while Davies suggests workers can resist this phenomenon, Hochschild argues that employees will be affected, even in their private lives. Hochschild uses the term “transmutation,” which is the blending of a worker’s private and public life, to show how corporation’s requirements for “emotional labor” affect the employee’s personal lives (15). To support how corporations are effecting workers personal lives, Hochschild states “transmutation of an emotional system to convey that what we do privately often, unconsciously, to feelings...

Robert C. Solomon was an American professor of philosophy at the University of Texas in Austin. True to our feelings is the third book of the series, following In Defense of Sentimentality (OUP 2004) and an edited volume, Not Passion 's Slave (OUP 2002), where he developed his notion of the “passionate life”. Like much of Solomon 's work, this most recent contribution is written in an explicitly accessible, often autobiographical style, where he shares with the readers his fascination with emotions from the perspectives of anthropology, biology, psychology and philosophy.

I can totally relate to Casey’s discussion, “When Teachers Lose Heart”. As a veteran teacher I have witnessed and felt the way in which Laurie Barnoski describes in the article reviewed. There are so many different issues in which teachers feel stressed about presently in school systems. This stress leads to teacher burn out and eventually to teachers wanting to leave the occupation in which they have trained and received degrees in. I personally started teaching in 2001 and feel like the fun and creativeness that teachers once had has slowly been stripped away. There are too many state and national policies we are trying to keep up with. High stakes testing has taken control and teachers feel threatened of their jobs in many ways. Rigorous

The imperfection of human nature has no limit as to who it affects, and anyone can be affected as a result of one’s unkempt emotions. One’s actions may be driven

During my time at the soup kitchen, I had to utilize emotion management when dealing with people and situations in which it would have been inappropriate for me to react in the way that I would otherwise have wanted to. Emotion management is the act of obeying “feeling rules” and responding appropriately to situations (Brym and Lie 2012:77). For example, when a homeless man came into the soup kitchen and started to dance and shout instead of calmly sitting down and eating his meal, I courteously asked him to sit down and to try not to disturb the other guests of the establishment. Regardless of any initial emotions of fear, annoyance, or confusion, I had to respond appropriately to the situation by controlling my emotions and engaging in acceptable behavior. I especially had to utilize emotion labor, which is distinguished

While labor can and is often seen as work that is done physically, it is also seen as an act which necessitates using mind and soul. Depending on the area in which an individual works, it can lean towards using all three – body, mind, and soul – to be successful. It is at this point that Emotional Labor (Hochschild, 1983) begins to take its place in the work environment. Emotional Labor is using self to perform work where an employee creates a pleasant atmosphere by giving good customer service. The ability to use self as a means to perform better on the job may have larger implications than we know of. This paper will look at different ideas which contribute to Emotional Labor as a workplace construct and the effects it has on the

The book “Working with Emotional Intelligence” by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a “feel” for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine

In the next paragraphs I will consider some theories, factors and evidence on cognitive controlling of emotion in terms of

In our everyday lives, we are constantly interacting with other individuals. These interactions have an effect on our emotions. We have to learn how to identify and deal with these emotions because they have a direct effect on how we deal with issues at work. Individuals can work their way through this process by becoming aware of the importance of emotional intelligence.

This paper is aimed at evaluating my own emotional intelligence while subsequent parts of the paper will discuss how this emotional intelligence affects other aspects of human life like business, religion and politics. In this part of the paper, I will reflect on and demonstrate the skills and the knowledge needed to enable one to accurately see and understand the emotional strengths, weaknesses and nuances of other workers at the workplace.

In Mel Levine’s article All Kinds of Minds, he states that “motivation drops from a bad grade, family issues, what they hear on the bus, or a remark from the teacher” ( Levine 38). Such emotions such a those given can make an impact on how he or she views themselves plus can last for a long period of time. In contribution to the attribution theory, the outcomes of behavior will take a rise. The best concept in overlooking those emotions is simply developing a positive state of mind. The more the student thinks positively, the less negative emotions will intrude.

In contrast with the past workplace challenges and organizational behavior, there is a necessity to understand ourselves and others. Sometimes the stress and prestige can cause an adverse impact on one’s position in the workplace. The ability to deal with our emotions while working effectually with others and at the same time, performing the organization’s expectations are in high demand. Since the employees are an asset, and the organization is expecting a return on their investment, understanding how emotions work and how it impacts one’s capacity is indispensable in accomplishing organizational goals. In the workplace, people often have to work with each other. So the handling of relationships and interacting with others becomes the key to the success of the organization. Managers need to have a combination of skills and abilities such as the strength of will, awareness of self, empathy for others and sensitivity toward others internally and externally. Before one can handle others emotions he/she must first learn to lead themselves. So the question become, how is this done? Coleman’s theory suggest that this can be done through emotional intelligence which is the ability to create, build and maintain viable relationships (Coleman, 1998, p. 14). No one wants to follow the leadership of a person who cannot manage his/her emotions. Let’s look together at three business CEO’s personal backgrounds and use of emotional intelligence. The top chief emotions officers in the U.S.