Emotion at Work: To What Extent are We Expressing, Suppressing, or Faking It?

Emotional Labour in University Lecturers: Considerations for Higher Education Institutions

“…The expression and display of workplace desired emotional expectations during any interpersonal transactions requires emotional effort by employees (Morris & Feldman, 1996). Furthermore, the faking or suppression of an emotional display, because of the demands of a job, is now a widely accepted condition of any role that involves interacting and working with people (Mann, 1999a). This act of faking, suppressing or displaying emotions to create an impression as part of a job was first defined by Hochschild (1983) as emotional labour.…”

“…Emotional labour is a state that exists when there is a discrepancy between the emotional demeanour that an individual displays and the genuinely felt emotions that would be inappropriate to display (Mann, 1999b). Mann (1999a) also found that this state can be relevant to two-thirds of all workplace interactions and it means that in order for work standards to be maintained and job targets achieved, employees not only have to consider the job in hand, but also how they perform it.…”

“…Wharton (1993) also argued that job demands unique to occupations involving emotional labour can be viewed as a specific source of job-related stress. This is because the frequent requirement to express or display an emotion that is not felt, or which is incompatible with experienced emotions, can be potentially damaging to employee well-being (Hochschild, 1983;Mann, 1999a).…”

Servir Les Clients Avec Le Sourire: Un Cadre Motivationnel Pour Mieux Prédire Les Stratégies De Régulation Émotionnelle

“…Parce que celles-ci entraînent des conséquences, notamment sur l'intention de quitter l'emploi (Côté & Morgan, 2002), l'épuisement professionnel (Kim, 2008) et la satisfaction au travail (Grandey, 2003). Globalement, la régulation de surface s'avère plus néfastes pour l'employé (Brotheridge & Lee, 2002;Mann, 1999;Schaubroek & Jones, 2000;Côté & Morgan, 2002;Brotheridge & Grandey, 2002;Grandey, 2003). Toutefois, la stratégie de profondeur n'exerce aucun effet ou sinon un effet bénéfique sur ces mêmes conséquences (Grandey, 2003;Brotheridge & Grandey, 2002;Brotheridge & Lee, 2003).…”

Short-term Effect of Emotional Intelligence Learning on Sports Directors’ Emotional Intelligence Acquisition and Retention: A Focus Group Discussion Report

“…-Emotions and emotion management is a prominent feature of organizational life. It is crucial -to create a truly personally satisfying and publicly observable and desirable emotional display as a part of a job role‖ (Mann, 1999).…”