"Sincerity" is detrimental to one's job, until the rules of salesmanship and business become a genuine" aspect of oneself. - C. Wright Mills
The service sector is full of emotion work. Since one has to deal with emotion, emotion management has become a unit of analysis. The growth of service sector and resultant increasing army of front line service workers who must create the most desirable emotional climates, have contributed to the importance attached to emotion in organizations nowadays.
Moreover, our work life is filled with emotions. How one feels on the job, what one says he/she feels, and what feelings one displays--all these are important aspects of organizational behaviour and workplace culture. Rather than focusing on the psychology of personal emotions at work, however, managing feelings concentrates on emotions as role requirements, on workplace emotions that combine the private with the public, the personal with the social, and the authentic with the masked.
Consequently, management indulges in shaping the private self of its employees by setting certain ‘emotion rules’, which can be referred to as emotion management. Hochschild (1983) defines emotion management as “the management of feeling to create a publicly observable facial and bodily display”. Employees thus become emotional labour, since they are expected to display specific sets of emotion while suppressing others.