Emotional labor is a type of work that involves managing the feelings and behaviors of others, often in service industries like retail, food services, or healthcare. It typically requires workers to actively manage their own emotions while responding to customers' needs and expectations. This can be physically, mentally, and emotionally draining, leading some scholars to argue that it constitutes a form of moral exploitation. In this essay, I will explore how emotional labor is used to generate recognition for individuals and organizations and how it can create an invisible yet pervasive form of moral exploitation.
Emotional labor has been studied extensively in academic literature since Arlie Hochschild's groundbreaking book The Managed Heart was published in 1983. In her book, Hochschild argues that the "feeling rules" that govern emotional labor have become more prevalent in modern society due to increased competition and globalization. She also suggests that these feeling rules are particularly common in jobs where employees must interact with the public, such as customer service roles.
One way that emotional labor can lead to moral exploitation is through the creation of an atmosphere of unpaid labor.
Many employers require workers to provide a certain level of emotional effort beyond what is necessary to complete their job duties. This may include smiling, maintaining eye contact, and using positive language even when dealing with difficult customers. These expectations often go unrecognized by both the employer and the customer, creating a situation where workers feel they must put forth extra effort without receiving appropriate compensation. As a result, they may experience burnout or other negative consequences to their mental health.
Another way that emotional labor can constitute moral exploitation is through the expectation that workers should prioritize emotional needs over their own physical well-being.
Some employers may ask their staff to remain cheerful even when they are tired or ill. This can lead to a culture of silence around employee exhaustion, where workers feel they cannot voice their concerns for fear of being fired. In this way, emotional labor becomes an invisible burden that disproportionately affects vulnerable populations like women and people of color who already face discrimination in the workplace.
Emotional labor can be used as a form of social control within organizations. Some managers may use emotional labor to create a particular image of their business, such as one that values customer satisfaction above all else. This can place undue pressure on employees to perform emotionally, leading them to prioritize customer service at the expense of their personal lives.
This can create a climate of emotional exhaustion and resentment among staff members, which can then spread to customers.
Emotional labor requires significant mental and emotional energy from workers while providing little recognition or reward. By understanding how it works and its implications for worker health and well-being, we can begin to challenge its role in our society.
How does the emotional labor required to achieve recognition constitute an invisible form of moral exploitation?
The emotional labor required for achieving recognition can be considered as an invisible form of moral exploitation due to its impact on an individual's mental health and wellbeing. This is because individuals are expected to put forth extra effort into maintaining their social image by engaging in activities that may not align with their true interests or values. The pressure to conform to societal expectations can lead to feelings of exhaustion, resentment, and even depression.