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In private life, we try to induce or suppress love, envy, and anger through deep acting or \"emotion work,\" just as we manage our outer expressions of feeling through surface acting. In trying to bridge a gap between what we feel and what we \"ought\" to feel, we take guidance from \"feeling rules\" about what is owing to others in a given situation. Based on our private mutual understandings of feeling rules, we make a \"gift exchange\" of acts of emotion management. We bow to each other not simply from the waist, but from the heart. But what occurs when emotion work, feeling rules, and the gift of exchange are introduced into the public world of work? In search of the answer, Arlie Russell Hochschild closely examines two groups of public-contact workers: flight attendants and bill collectors. The flight attendant's job is to deliver a service and create further demand for it, to enhance the status of the customer and be \"nicer than natural.\" The bill collector's job is to collect on the service, and if necessary, to deflate the status of the customer by being \"nastier than natural.\" Between these extremes, roughly one-third of American men and one-half of American women hold jobs that call for substantial emotional labor. In many of these jobs, they are trained to accept feeling rules and techniques of emotion management that serve the company's commercial purpose. Just as we have seldom recognized or understood emotional labor, we have not appreciated its cost to those who do it for a living. Like a physical laborer who becomes estranged from what he or she makes, an emotional laborer, such as a flight attendant, can become estranged not only from her own expressions of feeling (her smile is not \"her\" smile), but also from what she actually feels (her managed friendliness). This estrangement, though a valuable defense against stress, is also an important occupational hazard, because it is through our feelings that we are connected with those around us. On the basis of this book, Hochschild was featured in Key Sociological Thinkers, edited by Rob Stones. This book was also the winner of the Charles Cooley Award in 1983, awarded by the American Sociological Association and received an honorable mention for the C. Wright Mills Award.

The past half-century has witnessed a dramatic increase in the scale and complexity of scientific research. The growing scale of science has been accompanied by a shift toward collaborative research, referred to as \"team science.\" Scientific research is increasingly conducted by small teams and larger groups rather than individual investigators, but the challenges of collaboration can slow these teams' progress in achieving their scientific goals. How does a team-based approach work, and how can universities and research institutions support teams? Enhancing the Effectiveness of Team Science synthesizes and integrates the available research to provide guidance on assembling the science team; leadership, education and professional development for science teams and groups. It also examines institutional and organizational structures and policies to support science teams and identifies areas where further research is needed to help science teams and groups achieve their scientific and translational goals. This report offers major public policy recommendations for science research agencies and policymakers, as well as recommendations for individual scientists, disciplinary associations, and research universities. Enhancing the Effectiveness of Team Science will be of interest to university research administrators, team science leaders, science faculty, and graduate and postdoctoral students.

This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants. Leiter, Bakker, Work Engagement: State of the Art. Schaufeli, Bakker, Defining and Measuring Work Engagement: Bringing Clarity to the Concept. Sonnentag, Dormann, Demerouti, Not All Days are Created Equal: The Concept of State Work Engagement. Taris, Schaufeli, Shimazu, The Push and Pull of Work: The Differences between Workaholism and Work Engagement. Sweetman, Lutgans, The Power of Positive Psychology: Psychological Capital and Work Engagement. Shirom, Feeling Energetic at Work: On Vigor's Antecendents. Hakanen, Roodt, Using the Job-Demands-Resources Model to Predict Engagement: Analysing a Conceptual Model. Halbesleben, A Meta-analysis of Work Engagement: Relationships with Burnout, Demands, Resources and Consequences. Salanova, Schaufeli, Xanthopoulou, Bakker, The Gain Spiral of Resources and Work Engagement: Sustaining a Positive Worklife. Spreitzer, Lam, Fritz, Engagement and Human Thriving: Complementary Perspectives on Energy and Connections to Work. Demerouti, Cropanzano, From Thought to Action: Employee Work Engagement And Job Performance. Leiter, Maslach, Building Engagement: The Design and Evaluation of Interventions. Bakker, Leiter, Where To Go From Here: Integration and Future Research on Work Engagement. \"This volume is outstanding and absolutely innovative. The recent evolution in the field calls for the publication of a thorough and complete overview, as offered in this volume. This book has the potential to become a landmark text in this new and increasingly important field.\" - Hans De Witte, Research Group Work, Organisational and Personnel Psychology, Department of Pychology, K.U. Leuven, Belgium \"Work Engagement: A Handbook of Essential Theory and Research provides a comprehensive examination of the work engagement construct. It provides enough background information to serve as an advance primer to the topic area. Yet it also provides enough novel empirical work to be of interest to those already familiar with the topic. I believe it would be a valuable resource for anyone interested in the systematic study and development of work engagement.\" - David J. Woehr, Professor of Management, The University of Tennessee, Knoxville, USA \"The editors have included the latest thinking and research findings in this collection. This volume is timely, research based, links well with emerging concepts in positive psychology, includes new concepts such as state work engagement and vigor, and offers practical applications for those committed to making workplaces more effective. A must read for anyone interested in the current state of our understanding of work engagement\" – Ronald J. Burke, Professor of Organizational Behaviour, Sculick School of Business, York University, Canada \"This is an excellent collection of chapters on the topic of work engagement, written by the European and US leaders in the area. It offers thoughtful and fascinating perspectives on a topic of great interest to all who care about creating or working in healthy workplaces. Overall, this book provides an excellent review of knowledge on the fundamental topic of work engagement .\" – Michael West, Aston Business School, UK Arnold B. Bakker is full professor at the Department of Work and Organizational Psychology at Erasmus University Rotterdam, The Netherlands. His research interests include positive organizational behavior (e.g., flow and engagement at work, performance), burnout, crossover of work-related emotions, and serious games on organizational phenomena. Michael P. Leiter is Canada Research Chair in Organizational Health and Professor of Psychology at Acadia University and Director of the Center for Organizational Research & Development that applies high quality research methods to human resource issues. He is actively involved as a consultant on occupational issues in Canada, the USA, and Europe.

\"Fundamentals of Workplace Learning\" is a comprehensive guide to how people learn in the workplace, and the issues and challenges involved. Examining the fundamental characteristics of workplace learning and unravelling the various influences which affect the success of learners in a work-based environment, Illeris presents a holistic model to explain how diverse individuals can be encouraged and invited to learn at work. Approaching workplace learning from the perspective of learners as human beings, with complex social and psychological needs, as opposed to resources to be managed, this book examines in detail the key issues surrounding workplace learning, including: the workplace environment as a learning space; prioritising work over learning; models of workplace learning - mentoring, job-exchange, job-share, external training; levels of support from colleagues and management; the interaction between formal and informal learning environments; and, the challenges presented by specific groups - postmodern youth, early school leavers, elderly workers and immigrant workers. Presenting conclusions on workplace learning and possibilities for the future, this book focuses on a way forward, detailing the fundamentals of successful workplace learning, and will appeal to everyone involved in understanding and improving learning in the workplace including educationalists, business students, managers, personnel and educational leaders. (Verlag).

A state-of-the-art psychological perspective on team working and collaborative organizational processes This handbook makes a unique contribution to organizational psychology and HRM by providing comprehensive international coverage of the contemporary field of team working and collaborative organizational processes. It provides critical reviews of key topics related to teams including design, diversity, leadership, trust processes and performance measurement, drawing on the work of leading thinkers including Linda Argote, Neal Ashkanasy, Robert Kraut, Floor Rink and Daan van Knippenberg.