Emotional Labor And Mental Health Of Employees

Emotional workers always carry out the process of emotional reinforcement and emotional replacement: on the one hand, they should enhance intimacy between themselves and their clients, imagine their strangers as their friends and relatives, treat them as if they were their own relatives; on the other hand, they should hide their true feelings and express their emotional needs correctly.

Even if the employee dislikes or even dislikes a person, once the person becomes his own service object, he still has a happy and happy expression.

Under such circumstances, employees can suppress their true feelings for a long time. There are likely to be some negative consequences, mainly in three aspects: emotional exhaustion, depersonalization and job satisfaction reduction.

De personalization means that emotional labourers tend to treat objects as an object that needs service rather than living people in a service where emotional labor is too high and longer for a longer period of time.

At this time, the emotional expression of emotional workers has become a procedural unconscious reaction. The emotional reactions they show on the surface are completely separated from their inner feelings. Their smiles and enthusiasm are only a mechanical action to complete their jobs.

Excessive emotional labor will also reduce the job satisfaction of service workers, showing no enthusiasm for work, lack of spirit and obvious turnover intention.

In addition, sociologists and psychologists have studied the service workers in fast-food restaurants, airlines, banks, hotels, hospitals and other industries, and found that emotional workers still have the following problems in the process of role conversion.

(1)

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Employees who have been engaged in emotional labor for a long time should hide their real emotions and pform their roles according to the requirements of enterprises. They may not be able to tell which emotions are their emotions and which emotions are work-related emotions.

For example, restaurant staff always maintain a friendly smile and happy mood in dealing with customers, and deal with emergencies and embarrassing situations calmly.

After they get off work, they may still be unable to tell which emotion is related to work, and which emotion is their real feelings.

They do not even know their true feelings, or they always feel that their emotions are not real.

Over time, employees will feel pressure at work or weary of work.

(2)

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Service industries often have many regulations and regulations on emotional services to regulate employees' behavior and behavior. In order to better fulfill these rules, employees often internalize them into personal behavior standards.

If employees can not change roles in time after work, they will lead to conflict of roles under work and life.

Bank cashiers are busy and nervous. Customers who queue up often speak rude to them. Therefore, bank tellers are always in extremely negative emotional state during 8 hours' work.

After work, if they can timely adjust their work to suppress tension and maintain a positive attitude in a relaxed and peaceful family atmosphere, they can reduce mental health damage to a certain extent. If not, they will bring negative emotions home and affect family harmony.

(3)

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In order to provide personalized service to customers, enterprises often require employees to establish a "virtual relationship" with their customers, enhance intimacy and establish trust and sense of belonging for customers.

However, the long time and high intensity emotional labor may lead to the opposite effect with the expectation of the enterprise. The employee's work roles are divorced from their own feelings, and employees can not express their true feelings, which makes the customers experience a professional service rather than a spontaneous care.