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|Title:||Managing emotions and training of soft skills in the workplace : a case study.||Authors:||Teo, Kai Ni.||Keywords:||DRNTU::Social sciences::Psychology::Applied psychology||Issue Date:||2011||Abstract:||In this research paper, I aim to show mid-level managers as skilled emotion managers through the use of Bolton’s typology of emotion management and the emotion script theory approach, moving away from Hochschild’s definition of “emotion labour” – in which organizations dictate and appropriate how emotion management should be done at work. I will also bridge the gap between soft skills training courses and emotion management by showing how the neo-liberalised workplace brought forth discourses that employees must be self-contained. Thereafter, I will illustrate how mid-level managers are able to engage and negotiate with these discourses and organization practices (ie. enrolling employees into soft skills courses) and do their emotion management without compromising of self and leading to an establishment of self-compartmentalization.||URI:||http://hdl.handle.net/10356/44208||Rights:||Nanyang Technological University||Fulltext Permission:||restricted||Fulltext Availability:||With Fulltext|
|Appears in Collections:||HSS Student Reports (FYP/IA/PA/PI)|
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