Learning the Feeling Rules: Exploring Hochschild’s Thesis on the Alienating Experience of Emotional Labor

  • Paul Brook
Part of the Marxism and Education book series (MAED)


Contemporary workplaces are increasingly marked by managerial efforts to harness and mould the emotional product of employees, either as specific commodified interactive service encounters or through securing workers’ personal “commitment” to organizational goals (Brook and Pioch, 2006). This is not confined to private service companies, as public sector services, such as local government and health care, increasingly mimic the competitive, “customer-orientation” management practices of the commercial sector (Bolton, 2005). As such, capital increasingly views organizational emotion (Fineman, 2007) as a resource to be extracted, refined, and exploited (Hochschild, 1983/2003). As such, the process of teaching workers to emotionally labor is a core ma nagement task in contemporary workplaces (Callaghan and Thompson, 2002; Seymour and Sandiford, 2005; Colley, 2006).


Capitalist Society Workplace Learning Emotional Labor Soft Skill Labor Power 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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© Peter E. Jones 2011

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  • Paul Brook

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