"It's Wednesday afternoon and you're halfway through another exhausting day of putting out fires, slogging through endless meetings, and handling personnel issues you wish you didn't have to deal with. The time comes for your next team meeting, where you are expected to introduce a new company cost-cutting initiative. You have your own doubts but need to deliver the missive to your team."
"With your emotional gas tank running low, you can only manage a feigned enthusiasm while bombarded with questions about the implications of the new policy. Your half-hearted performance fails to inspire or create any genuine connection, meaning that Thursday morning rolls around and you're running on empty. With nothing left in your tank, you limp through the day trying to hide your frustration and forcing a smile when necessary, starting the cycle all over again."
Workplace stress and emotional labor deplete employees' emotional resources, forcing displays of feigned enthusiasm that undermine authentic connection and perpetuate exhaustion. This cycle produces recurrent days of low energy, hidden frustration, and diminishing capacity to lead or engage effectively. Compensation systems, including tipping and pay-for-performance, interact with performance and health outcomes. Research on group affective tone, moods at work, and employee attitudes and behaviors examines how emotional labor and compensation practices spill over into nonwork well-being and identifies interventions to reduce negative consequences and support sustainable employee functioning.
Read at Harvard Business Review
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