This case study of a not-for-profit organization uses Hochschild's emotion systems theory and Parsons's social systems theory to examine the purposes for which organizational members managed their experience or expression of emotion. The study found that emotion work actions were attributed to all four system functions of Parsons's theory. The study shows that it may be possible to use emotion work actions by individuals to take a distributed view of organization-level phenomena.
|Number of pages
|Human Resource Development Quarterly
|Published - 9 Jan 2001