Emotional Labour: A Significant Interpersonal Stressor - Essay Example

Written Assignment Table of Contents Question 3 Introduction 3 Changing Workforce 4 Conclusion 6 Question: 2 7 Introduction 7 Emotional Labour an Issue for Employees in the Fast Paced Service Industries 7 Conclusion 9 References 11 Question: 1 Introduction Organizational behaviour is a study about human psychology in the work settings of an organisation. Organisational behaviour aids in understanding and analysing the influence of behaviour of employees in an organisation. The study of organizational behaviour can be segregated into three stages such as individual, workforce and workplace environment.1 The operations of an organization are based upon the performances of employees. Every individual is different from other in terms of behaviour, culture, knowledge and competency among others. Accordingly, organisational behaviour is identified as a study of feelings, actions and thinking of individuals in an organisation2. In the present scenario, globalisation, expatriation and advent of technologies have changed business operations and market conditions to a large extent. In this context, organisational behaviour plays an important role, as it assists in evaluating, controlling and forecasting the changing perception of workforce of organizations. It ensures that an effective workplace is maintained within an organisation, so that employees are able to conduct their operations in accordance with desired business objectives successfully3. Changing Workforce Presently, the business scenario and market conditions have changed due to globalization and technological advancement. In addition, the emerging concept of expatriation has also changed the internal organisational environment to a large extent. The aforementioned factors are identified to be accountable for changes in organizational cultures. Individual from varied cultural background, ethnic groups and sex among others are working together in an organisation due to expatriation. The involvement of individuals representing different culture and having different belief has raised the trend of changing workforce in an organisation. In this context, organizational culture and organizational behaviour are recognised to be interrelated and equally important for organizations. Organizational culture includes vision, mission, values, assumptions, beliefs. Organizational culture is an important consideration for the overall performance of an organisation and it is regarded as the backbone of an organization. Workforce is the main asset of any organization. Subsequently, changing workforce is identified to influence organisational behaviour to a certain extent. Every organisation follows certain rules and regulation in its workplace to conduct operations in a coordinated and systematic manner. In this context, changing workforce may affect organizational behaviour, which in turn has both positive as well as negative influences in organisations4. In the present scenario, changing workforce is adopted in an organisation as an important strategy for achieving the desired goals in an effective manner. In organisations, changing workforce is an emerging trend in organisational behaviour, as it facilitates in grabbing opportunities on a global context. In this competitive business scenario, organizations are required to possess competent as well as flexible workforce. Sustainability is the main vision of every organization to make the vision successful by implementing workforce that is more efficient. In order to make the workforce more efficient and motivated, the work environment provided to them must be friendly and hygienic5. Changing workforce in an organisation aids in having a better skilful workforce capable of conducting work in a coordinated manner. Change agents motivate and improve the skills of the labours. Change agents also listen and guide employees how to react towards new environment of organizations. Different types of interventions are adopted in organisations for the betterment of business operations. Due to interventions, employees of different level face difficult situations, which may hamper their performance. Success of organizations is based on the performances as well as behaviour of employees. In this context, change agent plays an important role in guiding the employees. Changing workforce helps organizations to possess more trained and skilled labour at minimum expense. Moreover, changing workforce would enhance the level of production and improve workplace culture. Organizations with the assistance of changing workforce would be able to conduct operations effectively by professionals6. On the other hand, changing workforce is identified to possess certain negative consequences. Organisational behaviour developed on changing workforce would create language and cultural barrier amid employees. The performance of an organisation may be adversely affected for language barrier, as the employees would not be able to communicate effectively. Ineffective communication would raise the issues of inappropriate coordination as well as assignment of job responsibilities. Additionally, changing workforce would negatively affect the workplace culture, as employees from different cultural background would raise conflict situations for differences in belief and working procedure. In addition, cultural differences would increase misunderstandings and confusion amid employees, which in turn would influence the performance of an organisation7. Conclusion It can be comprehended from the above discussion that changing workforce is adopted as the present trend in organisational behaviour. Organisational behaviour changes due to different factors that include globalisation, expatriation and advent of technology. Changing workforce has both positive as well as negative impact in organisations. On positive ground, changing workforce assists organisations in procuring competent employees from a global context. On the other hand, changing workforce is accountable for building barriers owing to cultural and language differences. Question: 2 Introduction Organizational behaviour is an important part of organizational culture. In this context, psychologists describe three types of organizational behaviour. Individual behaviour is one of such behavioural type. Emotional behaviour comes under the individual behavioural pattern. Emotional behaviour in organisations is a concept, which means that an individual suppresses certain feelings or emotions with the aim of meeting the needs of customers and accordingly, accomplish business objectives. Nowadays, emotional labour is an important issue in the service industry. Service industry is a high-speed industry where individual emotions have no existence. Currently, workers control their emotions at the workplace in order to provide excellent services to their customers8. Emotional Labour an Issue for Employees in the Fast Paced Service Industries Service industry is one of the largest industries in the world. Millions of workers are employed under the service industry. In the past, the mobile phone network company is identified as a service provider. Nowadays, doctors, nurses, engineers and sales person all are known as service providers and they belong to service industry. However, service industry is recognised to face with the issue of termination and stress of employees to a large extent. In the service industry, consumers are considered as important factor for better business sustainability. Satisfaction of customers is determined as the ultimate motive of service industry. Customers are identified to differ on the basis of needs, buying pattern and preferences among others. In this regard, behaviour of customers is based on the extent of satisfaction level that can be accomplished from the consumption of products and/or services. Correspondingly, workforce are required to manage the emotions of workforce with the aim of ensuring that business operations are conducted in accordance with desired business objectives. Organisations possess emotional labour with the intention of ascertaining that business operations are conducted for better accomplishment of the needs of customers. Emotional labour is identified as a type of emotional regulation based on which workers are required to conduct their operations by displaying certain emotions. Emotions are displayed for dealing with the feelings of customers in order to accomplish business objectives and accordingly, meet the preferences of customers. Emotional labour is of two types that include deep acting and surface acting. Deep acting refers to an expression generated by developing feelings of empathy. Surface acting signifies that fake feelings are generated with the intention of providing products and/or services to customers9. The main reason of emotional labour issue is pressure to meet operational deadlines. Service industry is a fast-paced industry. Employees of service industry have to be very productive in order to excel in business operations. Employees create emotional dissonance to meet operational deadlines. In this context, emotional labour is an issue in the present business scenario owing to increase stress, emotional exhaustion and cost10. Satisfying the customers is one of the main objectives of the concept of emotional labour. Most of the customers are unsatisfied with the service and/or products, which have been provided. In service industry, emotional labour is one the main issues affecting its performance11. Employees are identified to use surface acting for attracting customers towards new products and/or services, which create an illusion on the mind of the customers about the benefits of products and/or services12. After making the purchase, when the customers are not satisfied with the products and/or services are seemed to possess negative views for such products and/or services. In this regard, employees in order to meet operational deadlines at the earliest create dissonance. Subsequently, emotional labour would adversely affect the brand image of the industry. Moreover, employees are also identified to create misunderstanding amid employees, which negatively influence coordination and motivation of employees, as employees would be accountable for ineffective performance of the industry and on the ground of which they are fired or terminated. Therefore, emotional labour is an issue for employees, as they are under stress of performing job responsibilities or are under the threat of termination13;14. Conclusion It can be comprehended from the above discussion that emotional labour cannot be controlled or removed from the service industry. Employees in order to reach targets customers should use different types of dissonance to prove that products and/or services are reliable and could accomplish their needs. Additionally, service industries having emotional labour are identified to create different issues amid employees that include stress and termination. In this regard, emotional labour is an issue for employees in the fast-paced service industry. References Australian Psychological Society. 2008. “Emotional Labour: A Significant Interpersonal Stressor.” Publication and Production. http://www.psychology.org.au/inpsych/emotional_labour/ Education Portal. 2014. “Emotional Labour and Dissonance in the Workplace: Definition & Effect on Employees”. Emotions and Moods in the Workplace. http://education-portal.com/academy/lesson/emotional-labor-and-dissonance-in-the-workplace-definition-effect-on-employees.html#lesson. Guy, Mary E., Meredith A. Newman, and Sharon H. Mastracci. 2008. Emotional Labour. United States of America: Nova Publication. New Age International. n.d. “Introduction to Organization Behaviour.” Study of Organizational Behaviour. http://www.newagepublishers.com/samplechapter/001395.pdf. Iszatt-White, Marian. 2012. Leadership as Emotional Labour: Management and the Managed Heart. Suffolk: Routledge. Kusluvan, Salih. 2003. 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