Advertisement

Introduction: Why Emotional Labor Matters in Public Service

  • Mary E. GuyEmail author
  • Sharon H. Mastracci
  • Seung-Bum Yang
Chapter

Abstract

A paradigmatic shift needs to happen in public administration theory and inquiry. The field will be more accurately served by expanding its focus to embrace relationship. While benchmarks and outcome measures have their place, glorification of data dashboards overlooks the human dimension in public service. Using as the starting point the current emphases on governance, collaboration, coproduction, citizen engagement, and relational contracting, we argue that all these concepts assume, but fail to comprehend and explicate, the foundation upon which they are built: It is the relationship between citizens and between citizen and state. For governing to be effective, citizens must feel good about those who govern. The feeling that citizens have for their government is both the beginning point and end point of the citizen–state relationship. Emotional labor is the “comes with” in this new paradigm but the affective component has yet to be inserted into the canon of public administration. This book attempts to open the dialogue that will shift the paradigm to a broader embrace.

References

  1. Bartels, Koen P. R. 2013. “Public Encounters: The History and Future of Face-to-Face Contact Between Public Professionals and Citizens.” Public Administration 91 (2): 469–83.CrossRefGoogle Scholar
  2. Cleveland, Harlan. 1972. The Future Executive: A Guide for Tomorrow’s Managers. New York, NY: Harper & Row.CrossRefGoogle Scholar
  3. Damasio, Antonio. 2000. Descartes’ Error: Emotion, Reason, and the Human Brain. New York, NY: Quill.Google Scholar
  4. Damasio, Antonio. 2018. The Strange Order of Things: Life, Feeling, and the Making of Cultures. New York, NY: Pantheon Books.Google Scholar
  5. Denhardt, Janet V., and Robert B. Denhardt. 2015. The New Public Service: Serving Not Steering. 4th ed. New York, NY: Routledge.Google Scholar
  6. Drury, Ida. 2014. “Performance Management for Wicked Problems: Reflections from Child Welfare’s Front Line.” Administrative Theory and Praxis 36 (3): 398–411.CrossRefGoogle Scholar
  7. Drury, Ida. 2018. “Exploring Emotional Labor in Child Welfare Using Frontline Stories.” Administrative Theory and Praxis 40 (4): 342–56.  https://doi.org/10.1080/10841806.2018.1485451.CrossRefGoogle Scholar
  8. Edlins, Mariglynn. in press. “Developing a Model of Empathy for Public Administration.” Administrative Theory & Praxis. Google Scholar
  9. Epp, Charles, Steven Maynard-Moody, and Donald Haider Markel. 2014. Pulled Over: How Police Stops Define Race and Citizenship. Chicago, IL: University of Chicago Press.Google Scholar
  10. Finer, Herman. 1931. “Officials and the Public.” Public Administration 9 (1): 23–36.CrossRefGoogle Scholar
  11. Finer, Herman. 1941. “Administrative Responsibility and Democratic Government.” Public Administration Review 1 (4): 335–50.CrossRefGoogle Scholar
  12. Fletcher, Joyce K. 1999. Disappearing Acts: Gender, Power, and Relational Practice at Work. Cambridge, MA: MIT Press.Google Scholar
  13. Follett, Mary Parker. 1919. “Community Is a Process.” The Philosophical Review 28 (6): 576–88.CrossRefGoogle Scholar
  14. Follett, Mary Parker. 1940. “The Psychology of Consent and Participation.” In Dynamic Administration, edited by Henry C. Metcalf and L. Urwick, 210–29. New York: Harper & Brothers.Google Scholar
  15. Follett, Mary Parker. 1941. “The Giving of Orders.” In Dynamic Administration: The Collected Papers of Mary Parker Follett, edited by Henry C. Metcalf and L. Urwick, 50–70. New York, NY: Harper & Row.Google Scholar
  16. Friedrich, Carl J. 1940. “Public Policy and the Nature of Administrative Responsibility.” In Public Policy, edited by C. J. Friedrich and E. S. Mason, 3–24. Cambridge, MA: Harvard University Press.Google Scholar
  17. Fung, A., and E. O. Wright, eds. 2003. Deepening Democracy: Institutional Innovations in Empowered Participatory Governance. London: Verso.Google Scholar
  18. Goodsell, Charles T., ed. 1981. The Public Encounter: Where State and Citizen Meet. Bloomington, IN: Indiana University Press.Google Scholar
  19. Grimmelikhuijsen, Stephan, Sebastian Jilke, Asmus Leth Olsen, and Lars Tummers. 2016. “Behavioral Public Administration: Combining Insights from Public Administration and Psychology.” Public Administration Review 77 (1): 45–56.CrossRefGoogle Scholar
  20. Hood, Christopher, and Ruth Dixon. 2015. A Government that Worked Better and Cost Less? Oxford, UK: Oxford University Press.Google Scholar
  21. Lipsky, Michael. 1980. Streel-Level Bureaucracy: Dilemmas of the Individual in Public Services. New York, NY: Russell Sage Foundation.Google Scholar
  22. Maynard-Moody, Steven, and Michael Musheno. 2000. “State Agent or Citizen Agent: Two Narratives of Discretion.” Journal of Public Administration Research and Theory 10 (2): 329–58.CrossRefGoogle Scholar
  23. Maynard-Moody, Steven, and Michael Musheno. 2003. Cops, Teachers, Counselors: Stories from the Front Lines of Public Service. Ann Arbor, MI: University of Michigan Press.CrossRefGoogle Scholar
  24. Mayo, Elton. 1949. The Social Problems of an Industrial Civilisation. London, UK: Routledge.Google Scholar
  25. Meier, Kenneth J., and J. Bothe. 2001. “Structure and Discretion: Missing Links in Representative Bureaucracy.” Journal of Public Administration Research and Theory 11 (4): 455–70.CrossRefGoogle Scholar
  26. Mumby, Dennis, and Linda Putnam. 1992. “The Politics of Emotion: A Feminist Reading of Bounded Rationality.” Academy of Management Review 17 (3): 465–86.CrossRefGoogle Scholar
  27. Newcomer, Kathryn E. 2015. “From Outputs to Outcomes.” In Public Administration Evolving: From Foundations to the Future, edited by Mary E. Guy and Marilyn M. Rubin, 124–56. New York, NY: Routledge.CrossRefGoogle Scholar
  28. Norman-Major, Kristen. 2011. “Balancing the Four Es; or Can We Achieve Equity for Social Equity in Public Administration?” Journal of Public Affairs Education 17 (2): 233–52.CrossRefGoogle Scholar
  29. O’Leary, Rosemary. 2015. “From Silos to Networks.” In Public Administration Evolving: From Foundations to the Future, edited by Mary E. Guy and Marilyn M. Rubin, 84–100. New York, NY: Routledge.CrossRefGoogle Scholar
  30. Osborne, Stephen P. 2006. “The New Public Governance.” Public Management Review 8 (3): 377–87.CrossRefGoogle Scholar
  31. Osborne, Stephen P., ed. 2010. The New Public Governance: Emerging Perspectives on the Theory and Practice of Public Governance. New York, NY: Routledge.Google Scholar
  32. Perkins, Frances. 1934. People at Work. New York, NY: The John Day Co.Google Scholar
  33. Selznick, Philip. 1949. TVA and the Grass Roots: A Study in the Sociology of Formal Organization. Berkeley, CA: University of California Press.Google Scholar
  34. Shields, Patricia, ed. 2017. Jane Addams: Progressive Pioneer of Peace, Philosophy, Sociology, Social Work and Public Administration. Cham, Switzerland: Springer International Publishing AG.Google Scholar
  35. Sowa, Jessica, and Sally Selden. 2003. “Administrative Discretion and Active Representation: An Expansion of the Theory of Representative Bureaucracy.” Public Administration Review 63 (6): 700–10.CrossRefGoogle Scholar
  36. Thompson, Jeffery A., and Robert K. Christensen. 2018. “Bridging the Public Service Motivation and Calling Literatures.” Public Administration Review 78 (3): 444–56.  https://doi.org/10.1111/puar.12913.CrossRefGoogle Scholar
  37. Weber, Max. 1922/1978. Economy and Society: An Outline of Interpretative Sociology. Translated by G. Roth and C. Wittich. Berkeley, CA: University of California Press.Google Scholar
  38. Weissert, C. S. 1994. “Beyond the Organization: The Influence of Community and Personal Values on Street-Level Bureaucrats’ Responsiveness.” Journal of Public Administration Research & Theory 4 (2): 225–54.Google Scholar
  39. White, Orion. 1981. “The Citizen of the 1980s.” In The Public Encounter: Where State and Citizen Meet, edited by Charles T. Goodsell, 206–19. Bloomington, IN: Indiana University Press.Google Scholar
  40. Wise, Lois. 2002. “Public Management Reform: Competing Drivers of Change.” Public Administration Review 62 (5): 555–67.CrossRefGoogle Scholar
  41. Yang, Kaifeng. 2005. “Public Administrators’ Trust in Citizens: A Missing Link in Citizen Involvement Efforts.” Public Administration Review 65 (3): 273–85.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Mary E. Guy
    • 1
    Email author
  • Sharon H. Mastracci
    • 2
  • Seung-Bum Yang
    • 3
  1. 1.School of Public AffairsUniversity of Colorado DenverDenverUSA
  2. 2.Department of Political ScienceUniversity of UtahSalt Lake CityUSA
  3. 3.Department of Public AdministrationKonkuk UniversitySeoulSouth Korea

Personalised recommendations