UNIVERSITY OF CALIFORNIA PRESS

      Berkeley Los Angeles London

      University of California Press, one of the most distinguished

      university presses in the United States, enriches lives around the

      world by advancing scholarship in the humanities, social sciences,

      and natural sciences. Its activities are supported by the UC Press

      Foundation and by philanthropic contributions from individuals and

      institutions. For more information, visit www.ucpress.edu.

      University of California Press

      Berkeley and Los Angeles, California

      University of California Press, Ltd.

      London, England

      © 1983, 2003, 2012 by

      The Regents of the University of California

      First paperback printing 1985

       Library of Congress Cataloging-in-Publication Data

      Hochschild, Arlie Russell, 1940–.

      The managed heart : commercialization of human feeling / Arlie Russell Hochschild.

      p. cm.

      Includes bibliographical references and index.

      ISBN 978-0-520-27294-1 (pbk. : alk. paper)

      1. Emotions—Economic aspects. 2. Work—Psychological aspects. 3. Employee motivation. I. Title.

      BF531.H62 2012

      152.4—dc21

      2003042606

      Manufactured in the United States of America

      20 19 18 17 16 15 14 13 12

      10 9 8 7 6 5 4 3 2 1

      The paper used in this publication meets the minimum requirements of ANSI/NISO Z39.48-1992 (R 2002) (Permanence of Paper).

       For Ruth and Francis Russell

      Contents

       Preface to the 2012 Edition

       Preface to the First Edition

       Acknowledgments

       PART ONE/PRIVATE LIFE

       1 Exploring the Managed Heart

       2 Feeling as Clue

       3 Managing Feeling

       4 Feeling Rules

       5 Paying Respects with Feeling: The Gift Exchange

       PART TWO/PUBLIC LIFE

       6 Feeling Management: From Private to Commercial Uses

       7 Between the Toe and the Heel: Jobs and Emotional Labor

       8 Gender, Status, and Feeling

       9 The Search for Authenticity

       Afterword to the Twentieth Anniversary Edition

       APPENDIXES

       A. Models of Emotion: From Darwin to Goffman

       B. Naming Feeling

       C. Jobs and Emotional Labor

       D. Positional and Personal Control Systems

       Notes

       Bibliography to the Twentieth Anniversary Edition

       Bibliography

       Index

Preface to the 2012 Edition

      As I sat five rows back in a Recurrent Training room at the Delta Airlines Stewardess Training Center in the early 1980s, listening to a pilot tell recruits to “smile like you really mean it,” I remember noticing the young woman next to me jotting down the advice verbatim. I had already been talking for months to flight attendants from various airlines, interviews that are reflected in this book. So I had a sense of what feelings—anxiety, fear, ennui, resentment, as well as an eagerness to serve—might underlie that smile.

It was that “pinch,” or conflict, between such feelings and the pilot’s call for authenticity that led me to write down in my own notebook, “emotional labor.” Never did I dream that thirty years later, seated at my computer and exploring the Internet, I would discover some 559,000 mentions of “emotional labor” or “labour,” and its unpaid form, “emotion work.” In their Emotional Labor in the Twenty-first Century, Alicia Grandey, James Diefendorff, and Deborah Rupp discovered over ten thousand mentions of “emotional labor” (or “labour”) in academic articles, half of them since 2006, and 506 with the term in the title.¹

      I’m pleased that the idea has caught on but the real reason for such a burst of interest in the subject is, of course, the dramatic rise in the service sector itself. Indeed, as contributors to the American gross domestic product, the manufacturing sector has declined to 12 percent while the service sector has risen to 25 percent. Day-care centers, nursing homes, hospitals, airports, stores, call centers, classrooms, social welfare offices, dental offices—in all these workplaces, gladly or reluctantly, brilliantly or poorly, employees do emotional labor.

But how much of it do they do? And in what way? R. Cross, W. Baker, and A. Parker call some employees “energizers.”² The coordinator of hospital volunteers, for example, may try to create a cheerful sense of shared mission. Executive leadership trainers and military trainers may, on the other hand, energize recruits in the spirit of get-out-there-and-defeat-the-enemy. Then there are the “toxin handlers”—complaints clerks, bankruptcy court personnel, bank officials dealing with home foreclosures, divorce lawyers, parking meter attendants, and those who specialize in firing workers. (I interviewed one such man for my book, The Time Bind, who described himself as “the man in the black hat.”)³