Generalizations about Emotional Labor Organizational Communication

generalization 1: focus of research

Most emotional labor research focuses on frontline service workers — employees who interact directly with customers. Example: Flight attendants, nurses, or call center workers who must stay cheerful no matter what.

generalization 2: emotion as profit

Organizations often treat emotional labor as a profit-generating tool — workers’ positive emotions improve customer satisfaction and company image. Example: Companies training employees to “sell happiness.”

generalization 3: managerial control

Emotional labor is often explicitly managed through training, employee manuals, and professional standards. Example: A deli handbook telling employees, “Never let customers see you having a bad day.”

generalization 4: authenticity issue

Emotional displays from surface or deep acting are often inauthentic, meaning workers must hide their true emotions. Example: A server pretending to be happy while angry inside.

generalization 5: emotional dissonance and stress

Faking or suppressing emotion causes stress, anxiety, and burnout, especially when employees feel they are “acting” for profit. Example: A customer service worker feeling fake smiles drain their energy.

generalization 6: organizational control of emotion

Emotional labor reflects how organizations control workers’ feelings to achieve goals — emotions become part of the job’s “product.” Example: A company demanding constant positivity as a brand value.