Emotional labor is a term used to describe the effort, planning, and control that goes into managing one's own emotions, as well as the emotions of others. It is a type of labor that is often invisible and unpaid, and is typically performed by women and other marginalized groups.
The concept of emotional labor was first introduced by sociologist Arlie Hochschild in 1983, in her book "The Managed Heart: Commercialization of Human Feeling." Hochschild observed that many jobs, particularly those in the service industry, require employees to regulate their emotions in order to effectively interact with customers and clients. She referred to this as "surface acting," in which employees put on a façade of positive emotions in order to fulfill the emotional needs of their customers, even if they are feeling negative emotions themselves.
In addition to surface acting, Hochschild also identified "deep acting," in which employees attempt to genuinely change their own emotions in order to better align with the emotional expectations of their job. Deep acting can be more draining and emotionally taxing than surface acting, as it requires a greater level of emotional effort and control.
Emotional labor is not limited to the service industry. It is a pervasive aspect of many jobs, particularly those that involve caring for others, such as teaching, nursing, and social work. It is also common in leadership roles, where employees are expected to maintain a positive attitude and serve as a role model for their team.
The performance of emotional labor can have both positive and negative consequences. On the one hand, it can help employees effectively navigate challenging or emotionally charged situations, and can also contribute to customer satisfaction and loyalty. On the other hand, the constant effort to regulate and manage one's emotions can be emotionally draining and lead to burnout.
It is important for employers to recognize and value the emotional labor that their employees perform, and to provide support and resources to help them manage the emotional demands of their job. This could include things like providing training on emotional intelligence and self-care, as well as setting boundaries and allowing for breaks to recharge.
In conclusion, emotional labor is a type of labor that involves the effort, planning, and control of one's own emotions, as well as the emotions of others. It is a prevalent aspect of many jobs, and can have both positive and negative consequences. Employers have a responsibility to recognize and value the emotional labor of their employees, and to provide support and resources to help them manage the emotional demands of their job.
