In today’s work life, performance is often evaluated not only by what we do, but also by how we make others feel. A polite tone of voice, a carefully chosen word, or a gentle smile are perceived as part of the job. Yet the expectation to display certain emotions regardless of how one actually feels often goes unspoken. Smiling every morning, showing patience, hiding frustration… these are all part of an invisible but very real form of labor. In psychology, we call this emotional labor.
This article explores that subtle yet critical dimension of work where employees are required to perform emotions, though no one calls it acting. Let’s take a closer look at this type of labor that is often unseen, uncompensated, and normalized as “just part of the job.”
What Is Emotional Labor?
The concept of emotional labor was first introduced by sociologist Arlie Hochschild in her 1983 book The Managed Heart: Commercialization of Human Feeling. Hochschild argued that particularly in service roles, employees are required to regulate their emotions and express certain feelings as part of their professional responsibilities. A customer service agent or flight attendant, for instance, is expected to smile even when frustrated, sound cheerful even when sad, and say “Have a great day” even when they don’t feel well.
The literature classifies emotional labor into three dimensions:
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Surface Acting: Displaying emotions that are not genuinely felt—for example, forcing a smile while internally feeling anger or frustration.
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Deep Acting: Attempting to genuinely feel the emotion one is expected to display. Trying to convince oneself to stay positive, for instance.
In these two cases, the employee engages in internal emotional regulation. While this may not create physical fatigue, it can be emotionally draining over time.
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Genuine Expression: Expressing emotions that are truly felt. This dimension was added later by Ashforth & Humphrey, building on Hochschild’s work.
Who Bears This Burden?
Emotional labor is most visible in occupations that require high levels of face-to-face interaction, especially in the service industry. Customer service representatives, call center agents, educators, healthcare professionals, flight attendants, consultants… the list is long. These professionals are not only responsible for the work itself, but also for managing how they come across emotionally. Even though it may not be explicitly stated in their job descriptions, it is often considered an expected part of their role.
Research also highlights the gendered aspect of emotional labor: women tend to carry a disproportionate share of this burden. Due to societal norms that expect women to be more empathetic, patient, and caring, they often perform more emotional labor than men—and this effort typically remains invisible in their workload.
The Invisible Consequences
Over time, emotional labor can have significant psychological and emotional effects on employees:
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Burnout: Continuously displaying emotions that are not truly felt leads to mental and emotional fatigue.
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Emotional Exhaustion: The sense of being emotionally depleted. Feeling as if “there is nothing left inside.”
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Alienation: Suppressing one’s true emotions can weaken an individual’s sense of connection and commitment to their work.
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Intention to Quit: Research shows that those who perform high levels of emotional labor are more likely to consider leaving their jobs.
Another common outcome is emotional dissonance—the gap between felt and expressed emotions. Over time, employees may forget how to genuinely express their emotions, resulting in a sense of disconnection from both themselves and others.
A Normalized Fatigue
Emotional labor is often invisible. The culture of ignoring emotions in the workplace is deeply ingrained, and this invisible burden continues to be consumed silently.
When a nurse offers calm compassion to a distressed family member, a flight attendant remains cheerful throughout a long-haul flight, or a teacher shows patience toward their students, we call it “good service.” But behind this service are repressed feelings, internal battles, and unseen effort.
Recognizing this silent exhaustion at the heart of work is a step toward acknowledging what truly happens behind the scenes.
Final Thoughts
Emotional labor is not about the visible tasks, but about the invisible inner work employees do to meet emotional expectations. It is real, even if unnoticed. It is expected, though rarely rewarded. It is demanded, yet often unacknowledged.
Understanding the existence of emotional labor and realizing that employees often exert effort beyond what is visible is a meaningful first step. Because sometimes, a smile isn’t just a facial expression—it’s the outcome of an ongoing internal struggle.
References
Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95–110. https://doi.org/10.1037/1076-8998.5.1.95
Köse, M. (2018). Duygusal Emek: Bir Literatür Değerlendirmesi. OPUS Uluslararası Toplum Araştırmaları Dergisi, 9(16), 1041–1062. https://dergipark.org.tr/en/pub/opus/issue/38900/487580
Zapf, D. (2002). Emotion work and psychological well-being: A review of the literature and some conceptual considerations. Human Resource Management Review, 12(2), 237–268. https://doi.org/10.1016/S1053-4822(02)00048-7