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Emotional Labor and Resistance: Implications for Critical HRD

In: The Palgrave Handbook of Critical Human Resource Development

Author

Listed:
  • Joseph C. Brenes-Dawsey

    (Piedmont University)

  • Karen E. Watkins

    (University of Georgia)

Abstract

Hochschild (The managed heart: Commercialization of human feeling, University of California Press, 1983) first coined the term emotional labor as a type of emotion work observed in the workplace. To distinguish between the two, she described emotion work as having a use-value for private displays of emotion and emotional labor as having an exchange-value for public displays of emotion. While the overall concept of emotional labor has gained acceptance over time (Grandey and Gabriel in Annual Review of Organizational Psychology and Organizational Behavior 2:323–349, 2015), these distinctions have created challenges for researchers studying emotional labor (Callahan and McCollum in Managing emotions in the workplace, Routledge, 2002b). In this chapter, we employ (Callahan and McCollum in Managing emotions in the workplace, Routledge, 2002b) model of four types of emotion management strategies to further explore the differences between emotion work and emotional labor. We present selected critical incidents from an additional study (Brenes-Dawsey in Exploring the teaching heart: A critical incident study of the emotional labor experiences of adult educators (Publication No. 9949332799802959) [Doctoral dissertation, University of Georgia], 2018) of the emotional labor experiences of faculty members teaching in a program designed to help science and technology professionals gain certification as public school teachers. We also consider how resistance to display and feeling expectations further informs the four types of emotion management proposed by Callahan and McCollum.

Suggested Citation

  • Joseph C. Brenes-Dawsey & Karen E. Watkins, 2023. "Emotional Labor and Resistance: Implications for Critical HRD," Springer Books, in: Joshua C. Collins & Jamie L. Callahan (ed.), The Palgrave Handbook of Critical Human Resource Development, chapter 0, pages 67-90, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-10453-4_5
    DOI: 10.1007/978-3-031-10453-4_5
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