What is 'emotional labour' and how is it a commercialisation
"Emotional labour is an element of work activity in which the worker is required to display certain emotions in order to complete work tasks in the way required by an employer." (Organizing and Managing Work, Tony J.Watson, 2002, chapter 5).Analyses of emotional labour are crucial for labours to fully appreciate the emergence of 'the new workplace'. Emotional labour was the main human capacity sold to an employer, Hochschild estimated in 1983 that one-third of all employment in the US and half of that performed by women could be classified as such. From it we can see that emotional labour has increased since the early 1980s, and it has been widely used in service sector. In this essay, I will give you an idea on the nature of emotional labour within the new workplace and specifically focus upon how to control the feeling management of employees, also including the commercialisation of human feelings.In private social life, emotional labour is always having called for the management of feeling .What is human feeling? Hochschild define feelings, like emotion, as a sense, like the sense of hearing of sight. We often say that we try to feel, but how can we do this? Feeling is not the thing ins
So what the company do is when the administrator recruit new employees, they want to employ people who "have a friendly personality and high moral character. In conclusion, When feelings are successfully commercialised, the worker does not feel phony or alien; she feels somehow satisfied in how personal her service actually was. " In fact, it is a way of reducing separation of acting and real feeling. A worker has to develop the ability to "depersonalise" situations. Surface acting is pretending 'to feel what we do not . Delta sells Southern womanhood, by encouraging trainees to think of them as self -employed, but Delta flight attendants are not making an independent profit from their emotional labour, they are working for a fixed wage. There are also some feeling rules could be used in managing feelings, feeling rules are in each relation, each role, different circumstances people acting in different way. Anyway, in my opinion, although that tying to manage human feeling is essential in an increasing demand of emotional labour in the new work place, how ever, I still do not think that acting is going to success in the interaction with external customers, which is that sincere service is much better than acting service. In managing feeling, we contribute to the creation of it. They are not selling themselves, they are selling the company. The ultimate outcome of deep acting is that these feelings become internalised and the worker is estranged from their 'real feelings'. She argues that emotional labour is part of the package that companies are selling to customers, so that in effect, workers are selling their smiles to management.
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