Emotions are some of the individual behaviors that can be termed as inevitable at workplace. Emotion can be defined as any strong personal feeling that can’t be easily hidden. A workplace carries a diversified range of persons as workers, employers. Due to this diversity, it is a common happening that emotional makeup will also vary; as a result. As much as some people will feel a bit comfortable expressing al their emotions in the workplace, some will feel a bit shy or secretive to share such emotions at the workplace (Brillinger, 2003). These secrecy or shyness can be attributed to the failure of the organization to manage the emotional breakdown effectively within the workplace. First some business culture is so strict to allow emotional display by their workers. Number organizations are normally so poor in the way they handle the emotional display. To them, the worker is obliged to ensure productivity and not to cry around and about. This is a total failure because people’s emotional set up will vary from one person to the other (Ogasawara, 2003).
For the case of Laura, there are those workers who would comfortably withstand emotional manipulation like use of fear and anger t controls them. However, a group of workers can’t withstand such emotional manipulation. Such can be termed as “emotionally compromised” workers. Such workers would easily cry at work whenever they feel the rules are too hard to them. Workplace etiquette is another factor that may lead failure of efficient management of emotions by an organization. A number of organizations, the likes of Laura’s, consider crying at the workplace as a childish and outrageous way of expressing feelings. Therefore, the company will always find it right to condemn you whenever you cry at the workplace (Brillinger, 2003). To them, it is a decent of you, as a worker, to actively suppress your emotions. Such perceptions have been withheld as etiquette by most organizations.
At the workplace, built up of emotions are very common. Whenever one becomes too emotional, he/she will either display it amongst his/her workmates or; cover it. Whenever one displays his/her emotional breakdown, there are two main possible outcomes. Fist, his colleagues can help him to overcome the situation successfully (Ogasawara, 2003).
Alternatively, a person possibly may feel condemnation from some members of the company who feel that public display of emotions at workplace is outrageous and uncalled for. These may lead to the feeling of low esteem by the victim, hence low productivity. Therefore, whenever an employee displays his/her emotions in the workplace, there are only two possible outcomes; he/she will get protection from the colleagues or; will be condemned and termed as immature. Covering of your real emotions at the workplace has detrimental effects, as much as it will save you from condemnations. The effects are quite evident; it will build up to an extent that you can no longer contain. At this point, the possible outcome that the victim will end up quitting the company (Ogasawara, 2003).
The advantages of use of emotions as a style of management are quite many. It will help improve the productivity of the workers. Additionally, it is also useful in taming the lazy or the self-centered type of employees. Thirdly, it can act as a motivation factor for one’s success. However, these advantages are short-lived. At some point, the workers would feel enslaved. When it reaches such instances, they will do anything to save the situation. In most cases, they would gang up and demonstrate against the management. They can also decide to exit the company. Therefore, the use of emotions is not the best way of managing workers in an organization. Research shows that act of and management and coworkers cause more negative feelings for workers than do acts of customers. For organizations such as Laura’s, a lot can be done to correct this. First, the company should set up guidance and counseling sessions as this will help in solving the problem of emotional outbursts. The management should hold a number of meetings with its workers and hear their grievances. Lastly, the management should set up a number of useful analysis tools as well as regular assessments (Ochalla, Malecek, & Jain, 2003).
Brillinger, R. (2003). Managing toxic workplace emotions. Canadian HR Reporter, 16(7), 22-22: Page count = 1. Retrieved from http://search.proquest.com/docview/220817333?accountid=1611
Ochalla, B., Malecek, A., & Jain, R. (2003). Cope with negative emotions at work. Credit Union Management, 26(9), 6. Retrieved from http://search.proquest.com/docview/227760822?accountid=1611
Ogasawara, Y. (2003). Emotions at work: Normative control, organizations, and culture in Japan and America. Contemporary Sociology, 32(2), 198-199. Retrieved from http://search.proquest.com/docview/233595437?accountid=1611