Organization Behavior and Teamwork Emotions and Moods

OrganizationBehavior and Teamwork: Emotions and Moods

OrganizationBehavior and Teamwork: Emotions and Moods

Emotionallabor refers to the work an individual employee does to make his orher displayed emotions match those expected for the position.Emotions play a significant role in how workers function during workday. This concept demands that an employee has to display certainsets of emotions (both verbal and nonverbal) (Fineman, 2003). It aimsat instilling certain feelings and responses to the servicerecipients. In this respect, workers are being urged to use andregulate their personal feelings in order to impact the emotive stateof others. Countless client service workers, particularly, have tocontrol their emotions on the trade to be capable of appearingprofessional when handling disgruntled or uncouth clients.

Emotionallabor affects how a worker performs at work. It is an indicator ofhow workers can face adversity at workplace if they let theiremotions upset their efforts. Increasingly over the recent decadeshas been a service-based industry such as the Pret A chain ofcompanies that demands increase in direct face and voice interactionswith clients. Accompanying the changing dynamics are new rules andguidelines which define what display rules are. Display rules differacross different occupations. For instance, Pret A employees mustlook cheerful and sociable throughout consumer interactions to boostservice superiority and foster repeat business. However, complying todisplay rules, irrespective of conditions or discrepant inneremotions, is easier said than done (Baum2006).

Membersof staff with high emotional intellect can control their personalinstincts, effectively communicate, manage adjustment well, decipherproblems, and use wit to build a bond in apprehensive states. Suchstaffs have empathy, continue being positive even in the face ofhardship, and are remarkable at enlightening and persuading in asales position. They are also capable of resolving client grievancesin a client service role. This clearness in thinking and calmness intense and messy situations is what identifies top players from weakplayers in the office. Pret A Company anchors it success from suchemployees. Pret A workforce should, therefore, exhibit positiveemotional show in service relations, such as smiling and passing onfriendliness. Positive emotional show certainly commensurate withclient positive feelings, and vital effects, such as purpose toreturn, intention to recommend Pret A to others, and view of generalservice quality (Baum2006).

Effectiveemotional labor among Pret A employees can result in taskeffectiveness and yield good outcomes for the business adding to thebottom line. Emotional intelligence results in the acquisition of theability to control emotions to stimulate emotional and intellectualprogression that in due course leads to job contentment. Emotionallabor also entail exhibiting a vast range of emotions frompositivity to sympathy, diligence to friendliness, and fromfrustration to understanding. Presenting such an extensive diversityof emotions virtually every day has a psychological effect on servicepersonnel more harmful than constructive.

Emotionaldissonancerefers to undesirable feeling that can develop when an individualinterprets an emotion as a possible conflict to his or herpersonality. It occurs when workers are not able to manage theiremotions (Crottsand McNeill, 2005). Their actual feelings become an impediment tojob performance. Much of the strain tangled with emotional labor isthe inconsistency stuck between felt and exhibited emotions (i.e.,feeling annoyed, but having to fake cheerfulness as part of the jobcharacter). It causes feelings of inauthenticity and does nothing toreduce emotional dissonance.

Emotionallabor results in negative physical and psychological healthconsequences comprising fatigue in the form of increased jobdissatisfaction, emotional exhaustion, reduced individual exploit,complaints and depressions. Furthermore, it can result in work-familyinterference. For instance, Pret A employees became emotionallyreserved and detached from their families at the completion of theworkday. This exhaustion of emotional resources leaves slight vigorfor domestic responsibilities and personal relations, which mayunavoidably cause strain (Fineman, 2003).

PretA workers can experience risk to individual safety, particularly ininstances that include face-to-face communication with the clients.Unfulfilled expectations, more than often, make clients violent. Theemployees, therefore, have to put up with objectionable conduct(occasionally even sexual harassment) from the clients to address theclient sovereignty dogma followed at the place of work (Crottsand McNeill 2005). Suchbehaviors have an immense influence in the stress experienced by theemployees as they are regularly under the pressure of the threat andsometimes, the management fails to recognize this situation topromote the organizational objectives.

Thefour branch concept of emotional intelligence defines four scopes ofskills or capacities that jointly describe several extents ofemotional intelligence. The model involves accurately perceivingemotions in oneself and others, using emotions to think,understanding emotional thinking, and managing emotions.

Thefirst concept (accurately perceiving emotions in oneself), deals withthe non-verbal response and manifestation of emotion. The ability toprecisely observe emotions in the voice or voice of others offers acritical starting point understanding of emotions. The second area(using emotions to think), deals with the ability of the emotions toenter the cognitive system and guide thinking. Comprehendingemotional messages and the actions related with them is an essentialcharacteristic of the concept of understanding emotional thinking.Lastly, emotions habitually can be managed. An individual needs tocomprehend emotions convey information. To the degree that it isunder voluntary regulation, an individual may want to stay open toemotional gestures as long as they are not too hurting, and resistthose that are overwhelming (Baum2006). The four-based concept isapplicable to the employees as well the management of Pret A Company.The management should construct emotional intelligence assessmentsbased on these four capacities.

Evidently,therefore, emotional labor has both constructive and destructiveaspects. In the tourism and hospitality industries, emotional laborcan boost the involvement of some clients while destroying it forothers it can likewise improve the working settings for some workerswhile damaging it for others. The principles of emotional labor areundoubtedly to a certain extent contentious, and the subject ishighly subjective. Managers and particularly human resource personnelneed to understand emotional labor and the way they can use it toenhance service delivery among their clients. In addition, it canexplain the relationship between employees. Even though there aresome shortcomings to emotional labor, particularly if it ishard-pressed and ends up initiating a feeling of inauthenticity, itshould not be taken to signify that emotional labor is not operativeas a concept when it is appropriately affected. In fact, whenimplemented with caution and precision, it can be a dominant businessinstrument, particularly with Pret A Company (Ashkanasy2002).

References

Ashkanasy,N. M. (2002). Managingemotions in the workplace.Armonk, NY: Sharpe.

Baum,T. (2006). Human Resource Management for the Tourism, Hospitalityand Leisure Industries. London Cengage Learning

Crotts,J.C. &amp R.G. McNeill (2005). Selling Hospitality: ASituational Approach. London: Delmar Cengage Learning

Fineman,S. (2003). Understanding Emotion at Work. London, New Delhi&amp Thousand Oaks: Sage Publications