This paper aims to describe strategies for human resource managers in dealing with job roles that involve use of emotional labor as part of service delivery.
The paper suggests improvements in the four processes of recruitment and selection, compensation management, training and development, and performance management to adapt to the needs of employees who perform emotional labor in their job roles.
The findings show that many interventions can be designed to help these workers; one of the key to these interventions is the recognition of emotional labor as being “affective job demand.” Selecting, rewarding, developing, and evaluating individuals with competencies requires to perform emotional labor can aid service organizations in enhancing their human capital for the long run.
The paper brings forth the importance of emotional labor in organizations and how it can be effectively managed.
