Managing emotions in the workplace is an indispensable requisite for organizational efficiency. Displaying organizationally desired emotions by controlling one’s private feelings is called emotional labour. This study is a sharp departure from the overemphasis placed on the emotional labour–management of positive emotions relationship. This study focuses predominately on the management of negative emotions. By adopting a concurrent embedded mixed-method design, this article explores the mechanism by which different strategies of emotional labour lead to positive or negative outcomes for individuals within the context of the negative display rule. Using a survey method and interview, we studied 152 police officers in Kolkata, India. We found that the deep acting emotional regulation strategy leads to personal accomplishment, whereas surface acting leads to emotional exhaustion and depersonalization. Moreover, we show that the negative outcomes of emotional labour can be minimized by enhancing organizational identification and job control.
Eight hundred and twenty-nine adults, drawn from 12 locations in all four parts of India, participated in a study that explored the joint effects of Indians' discrepant mindset, context sensitivity, and quality of environment on their modes of behavior. Respondents also predicted how a person is likely to change his behavior when the conditions in which he works change from disabling to enabling. The fi ndings showed that the two most dominant modes of behavior-self-serving calculative and achieving high positive goalcoexisted, but were differently caused. Context sensitivity facilitated both modes of behavior; but adequate infrastructure and friendly and helpful people in the neighborhood encouraged only achieving high positive goal behavior. On the contrary, duplicity in professing desirable but acting under realistic compulsions, poor quality of environment, and low levels of development were conducive to self-serving calculative behavior. As a situation changed from disabling to enabling, a person was likely to shift towards more positive behavior.
Karma-Yoga, the technique of performing action such that the soul of the actor is not bound by the results of the action, constitutes the Indian work ideal. The relationship of Karma-Yoga with the dimensions of empathy was explored through a study done on 108 students in a postgraduate programme of business management. Karma-Yoga was found to be related to some dimensions of empathy. The results highlighted the differential impact of dimensions of empathy. Empathic concern was found to be related to Karma-Yoga only for those individuals who were low on personal distress. For individuals high on personal distress, empathic concern was not related to Karma-Yoga. Findings indicate that Karma-Yoga is very similar to altruism motivation in the Indian context. Individuals who are high on empathic concern and low on personal distress are more likely to take actions for the benefit of others rather than for their own benefit.
Burnout is found to negatively impact the quality of life of professionals working in the human service industries. By studying 152 police officers in Kolkata, India, we explore what contributes to burnout, and in which context burnout can be reduced or increased. We have focused on the relationship between personality and burnout, and examined the relationship between different job aspects, like job control and organizational identification with burnout. Results indicate that certain personality traits like agreeableness and conscientiousness significantly predict personal accomplishment, while neuroticism predicts emotional exhaustion. Low job control was related with increased emotional exhaustion, and higher level of identification with organization was related with increased sense of personal accomplishment.
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