To meet organizational goals, employees must be trained in managing their own emotions and the emotions of clients. Decades ago, Arlie Hochschild showed that emotional rules are not established through private negotiation, but through company manuals that codify work processes through work training. Emotional labour in service organizations represents a certain level of effort on the part of the individual, as the individual must reconcile his or her genuine emotions and the desired emotions required by the organization. Smile services are an integral part of the successful operations of airlines in the Gulf countries of the Middle East. Emirates Airline integrates cabin crew into the world of emotional labour during the selection and subsequent training, where their professional performance is monitored and evaluated. With the start of employment, the individual is subjected to a guided processwhich through a variety of strategies and techniques, creates professional emotional managers. Guidelines, instructions, manuals, and seminars provide a source for successfully pursuing organizational rules. Control over the expression of emotions is almost invisible at first glance. Within a few months, employees take on the identity of a stewardess, which more or less successfully pursues the desired emotional outcome. Through initiation, the airline establishes unbreakable standards and habits and follow up with data on the performance of each individual. By controlling and managing emotions, the organization thus creates habits of the new employee, which represent a basis for further work, which will not require such intensive supervision by the organization.
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