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Bringing emotion to work

Author

Listed:
  • Jason Hughes

    (Centre for Labour Market Studies, University of Leicester, UK, jrah1@le.ac.uk)

Abstract

This article centrally examines the sociological significance of emotional intelligence (EI) as a nascent managerial discourse. Through developing a three-way reading of the writers Richard Sennett, Daniel Goleman, and George Ritzer, it is contended that EI can be understood to signal ‘new rules’ for work involving demands for workers to develop moral character better attuned to the dynamics of the flexible workplace - character that is more ‘intelligent’, adaptive, and reflexive. Furthermore, it is argued that while EI appears in some important respects to open the scope for worker discretion, it might also signal diminished scope for worker resistance. However, ultimately, the case of EI is used to problematise recent discussions of worker resistance - to suggest the possibility of ‘resistant’ worker agency exercised through collusion with, as well as transgression of, corporate norms and practices.

Suggested Citation

  • Jason Hughes, 2005. "Bringing emotion to work," Work, Employment & Society, British Sociological Association, vol. 19(3), pages 603-625, September.
    • Handle: RePEc:sae:woemps:v:19:y:2005:i:3:p:603-625
    DOI: 10.1177/0950017005055675
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    References listed on IDEAS

    as
    1. Paul Du Gay, 1993. "Entrepreneurial Management in the Public Sector," Work, Employment & Society, British Sociological Association, vol. 7(4), pages 643-648, December.
    2. Carol Axtell Ray, 1986. "Corporate Culture: The Last Frontier Of Control?[1]," Journal of Management Studies, Wiley Blackwell, vol. 23(3), pages 287-297, May.
    3. Maxine Robertson & Jacky Swan, 2003. "‘Control – What Control?’ Culture and Ambiguity Within a Knowledge Intensive Firm," Journal of Management Studies, Wiley Blackwell, vol. 40(4), pages 831-858, June.
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