CHAPTER 6
Emotions in leisure service organizations
Conclusion
This chapter has provided a brief introduction to some of the issues relevant to the analysis of organizations from an emotional perspective. We have argued that far from being a deviant and illegitimate aspect of life in leisure service organizations, emotions from a permanent feature of everyday human interactions. Organizations are, therefore, emotional arenas and need to be perceived as such. The nature of work organizations is such that work cultures will impose standards and expectations of appropriate emotional displays. These are further compounded in many leisure service organizations where employees are supposed to provide emotional displays that will encourage positive emotional responses in customers. In addition, the emotional underpinning of both managers and the managed need to be understood, as a way of explaining organization behaviour and the supposed rationality of organizational decision-making.
Leisure service organizations increasingly are attempting to create positive responses in customers, because customers, because customers who feel welcome and wanted on a personal level are likely to return to the organization and become loyal customers. Employee performance assists indirectly in creating these positive emotional responses in customers and they are being regarded as ‘internal customers’. In other cases, the specific offer to customers adopts a ‘fun’ or ‘party’ atmosphere through the general image created and the building design features. In addition, there has been a growth of interest in the ‘emotional intelligence’ and cultures as well as employment approaches that foster ‘emotional capital’.
Work life in many leisure service organizations involves ‘emotional labour’ arising from the prescriptive nature of the emotional displays deemed appropriate. The ‘have a nice day’ culture can produce emotional dissonance where the employee is required to display one emotion while feeling another. Where emotional dissonance does occur, employees are likely to suffer emotional and ‘burnout’ unless this is understood and managed.
Finally, we featured some employee emotional responses that arise from general management practice. Perceptions of injustice lead to negative feelings. In particular, interactional feelings of injustice arise from the way managers and supervisors interact with subordinates. The anger and fear that can result from these perceptions of injustice can have an impact on employee performance and staff retention. However, employment practice that reflects employee worth and value is likely to lead to positive emotions
CHAPTER 6
Emotions in leisure service organizations
Conclusion
This chapter has provided a brief introduction to some of the issues relevant to the analysis of organizations from an emotional perspective. We have argued that far from being a deviant and illegitimate aspect of life in leisure service organizations, emotions from a permanent feature of everyday human interactions. Organizations are, therefore, emotional arenas and need to be perceived as such. The nature of work organizations is such that work cultures will impose standards and expectations of appropriate emotional displays. These are further compounded in many leisure service organizations where employees are supposed to provide emotional displays that will encourage positive emotional responses in customers. In addition, the emotional underpinning of both managers and the managed need to be understood, as a way of explaining organization behaviour and the supposed rationality of organizational decision-making.
Leisure service organizations increasingly are attempting to create positive responses in customers, because customers, because customers who feel welcome and wanted on a personal level are likely to return to the organization and become loyal customers. Employee performance assists indirectly in creating these positive emotional responses in customers and they are being regarded as ‘internal customers’. In other cases, the specific offer to customers adopts a ‘fun’ or ‘party’ atmosphere through the general image created and the building design features. In addition, there has been a growth of interest in the ‘emotional intelligence’ and cultures as well as employment approaches that foster ‘emotional capital’.
Work life in many leisure service organizations involves ‘emotional labour’ arising from the prescriptive nature of the emotional displays deemed appropriate. The ‘have a nice day’ culture can produce emotional dissonance where the employee is required to display one emotion while feeling another. Where emotional dissonance does occur, employees are likely to suffer emotional and ‘burnout’ unless this is understood and managed.
Finally, we featured some employee emotional responses that arise from general management practice. Perceptions of injustice lead to negative feelings. In particular, interactional feelings of injustice arise from the way managers and supervisors interact with subordinates. The anger and fear that can result from these perceptions of injustice can have an impact on employee performance and staff retention. However, employment practice that reflects employee worth and value is likely to lead to positive emotions
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