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'In the current surge of organizational theory research on emotions
in organizations, Dirk Lindebaum's book makes a unique and
important contribution. He identifies and explores how workers'
emotions are being abused as a tool of social repression by our
bosses. In bringing together critical theory and theory on emotion
regulation, he stimulates us to see through the workings of
managerial power and, in the same go, offers ways to resist
repressive emotional conditions in the workplace. A remarkable
accomplishment that deserves to be read for both its theoretical
insights and practical relevance!' - Frank den Hond, Hanken School
of Economics, Finland Emotion is often used by organizations to
manipulate and repress workers. However, this repression can have
adverse psychological and social consequences for them. This book
articulates the pathways through which this repression occurs, and
offers emotion regulation as a tool for workers to emancipate
themselves from this repression and social control. Bringing
together the largely unconnected literatures on critical theory and
emotion regulation, this book articulates two pathways to social
control currently underexplored in management: one where the social
functions of emotion are exploited, and one where discussions about
emotion override its social function. The author illustrates the
processes through which workers can start to 'see through' the
repression, and enlist emotion regulation strategies to emancipate
themselves from it. These strategies may work in the short to
medium term but, in the long term, workers may eventually change
jobs. If staff turnover becomes unsustainable, the organization can
seek to change the social structures causing the repression of
workers in the first place. Combining fresh theoretical insights
with practically informed vignettes, this book will appeal to
academics and students across many social science disciplines,
including business studies, organization studies, cognitive change,
sociology and psychology. Both practising managers and disenchanted
workers will also find this an enlightening read.
Despite how much we know about emotion, Social Functions of Emotion
and Talking About Emotion at Work uniquely examines the utility of
emotion in organizations against the ways in which both individuals
and groups talk about them. Drawing on psychological and
sociological research, this book provides groundbreaking insights
for understanding how emotions are used in the workplace. Bringing
together contributions from leading emotion researchers, this book
features chapters focusing on 10 emotions, ranging from awe to
shame. Through its exploration of the ways each emotion functions
in relation to how we talk about them, this book injects fresh
theoretical and practical momentum into how our discussions of
workplace emotion can affect how emotional events are appraised
over time and place. This, in turn influences the causes,
expressions, and consequences of emotions in the workplace. With
its novel approach, this book will be an invaluable tool for
academics researching emotion, as well as postgraduate students
working in the social sciences seeking reference material on
emotion. HR managers and general readers seeking greater insight
into emotions at work will also find this book to be a useful tool.
Contributors include: N.M. Ashkanasy, R.A. Baron, S. Connelly, M.
Dasborough, C.D. Fisher, D. Geddes, P. Harvey, M.L.A. Hayward, P.J.
Jordan, S. Kiffin-Petersen, H.C. Lench, D. Lindebaum, K.E. Moura,
K.A. Perez, R.H. Smith, R.K. Smith, P.N. Stearns, A.C. Troth, M.R.
Turner, K.L. Tyran, T.S.H. Wingenbach
Emotion is often used by organizations to manipulate and repress
workers. However, this repression can have adverse psychological
and social consequences for them. This book articulates the
pathways through which this repression occurs, and offers emotion
regulation as a tool for workers to emancipate themselves from this
repression and social control. Bringing together the largely
unconnected literatures on critical theory and emotion regulation,
this book articulates two pathways to social control currently
underexplored in management: one where the social functions of
emotion are exploited, and one where discussions about emotion
override its social function. The author illustrates the processes
through which workers can start to `see through' the repression,
and enlist emotion regulation strategies to emancipate themselves
from it. These strategies may work in the short to medium term but,
in the long term, workers may eventually change jobs. If staff
turnover becomes unsustainable, the organization can seek to change
the social structures causing the repression of workers in the
first place. Combining fresh theoretical insights with practically
informed vignettes, this book will appeal to academics and students
across many social science disciplines, including business studies,
organization studies, cognitive change, sociology and psychology.
Both practising managers and disenchanted workers will also find
this an enlightening read.
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