Essays on Organisational Behaviour and Emotional Labour Assignment

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The paper "Organisational Behaviour and Emotional Labour " is a perfect example of a marketing assignment.   Organizations are witnessing a complete turnaround in the manner employees’ work as the workforce is undergoing tremendous changes and organizations have to make those changes for best results. The changing workforce requires a business to ingrain those changes and identify the different consequences which might arise due to it. This paper looks at presenting the manner in which the workforce is undergoing changes and the consequences it has for business. The workplace environment has witnessed revolutionary changes in the last few decades which have brought a complete change in the working styles.

The major change which has been witnessed is the manner in which demographics have changed. The participation of women has increased which has forced major shifts in the workers' needs. Organizations haven’ t been able to adapt to the changes which require expanding the caretaking responsibilities and providing more flexibility in the working style (Jay & Alec, 2006). The result has been increased in stress on both individuals and families which is reflected in the working culture and has affected the overall productivity.

Workers have started to demand for more flexible hours but few are provided with the same as either the organization don’ t have the required process to allow such things or employees are of the fear that it would have a negative impact on them and might affect their overall productivity (Bernadette & Gavin, 2005). This holds an important lesson for the organizations as they have to create the required flexibility in the workplace which will help employees to hone their skills and are able to generate maximum results from it.

This will help to add positivity to the working culture and will create results which will improve the overall dimensions of taking different responsibilities. Another major change which has been witnessed in the workforce is the fact that the pace, intensity and the number of hours which workers are required to work have increased. The average number of hours which an employee works in the United States has increased by more than 500 hours yearly as compared to the hours that employees worked in the 1970s.

This has helped the business to gain additional advantage as the same work is being carried out by employees in a proficient manner (Arrowsmith, Marginson and Sisson, 2003). The organization based on it has to make certain fundamental changes which look at improving the working conditions and looking towards transforming the manner in which activities are carried out. This will help to improve the overall effectiveness and will bring about a change in the manner employees work. Increase in the number of women participation in the workforce has further increased the availability of people.

This has reduced the level of discrimination which was present among employees and has helped to create a culture through which maximum business gains have been achieved. This has also helped to create a culture where people are treated equally and are provided with the correct opportunity through which business gains have increased. This brings forward an important implication for businesses as they have to be watchful and ensure that no degree of discrimination is present among the employees (Edwards, 2003). This will help to create a level playing field where employees will work together and create a culture through which business gains and productivity will improve.

This will help to ensure that the business decisions fetches long-lasting results and will reduce and remove the difficulties which the business faces.

References

Abraham, R. (2008). Emotional dissonance in organizations: Antecedents, consequences, and moderators. Genetic, Social, and General Psychology Monographs, 124, 229-246.

Adelman, P. K. (2009). Emotional labor and employee well-being. Unpublished doctoral dissertation, University of Michigan, Ann Arbor.

Arrowsmith, J, Marginson, P and Sisson, K. (2003). ‘Externalisation and internalisation of collective bargaining in Europe: variation in the role of large companies’. Industrielle Beziehungen. 10 (3), 363-92

Bernadette, P., & Gavin C. R. (2005). Flexibility, Firm-Specific Turbulence and the Performance of the Long-lived Small Firm. Review of Industrial Organization 26 (4), 415–443

Conrad, C., & Witte, K. (2004). Is emotional expression repression oppression? Myths of organizational affective regulation. In S. Deetz (Ed.), Communication Yearbook,17, 417-428.

DeLay, M. T. (2009). Emotional labor in the workplace. Unpublished master thesis, University of Arkansas, Little Rock.

Dillard, J.. P. & Hunter, J. E. (2009). On the use and interpretation of the Emotional Empathy Scale, the Self-Consciousness Scales, and the Self-Monitoring Scale. Communication Research, 16, 104-129.

Edwards, P.K. (2003). ‘The challenging but promising future of industrial relations: developing theory and method in context-sensitive research. Industrial Relations Journal 36 (4), 264–282

Jay J. E., & Alec C. J. (2006). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management Journal, 26 (13), 1249–1259

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