What is *The Managed Heart* by Arlie Russell Hochschild about?

*The Managed Heart* explores the concept of **emotional labor**—the effort to manage feelings to meet workplace demands. Hochschild examines how industries like airlines and debt collection commodify emotions, requiring workers to suppress authentic feelings. The book critiques the psychological toll of this practice, blending sociology and psychology to reveal systemic impacts on gender roles and worker well-being.

Who should read *The Managed Heart*?

This book is essential for **sociologists**, **HR professionals**, and students of **gender studies** or **workplace dynamics**. It appeals to readers interested in how emotions are exploited in service industries, offering insights into labor rights, mental health, and the intersection of personal identity and professional performance.

Is *The Managed Heart* worth reading?

Yes—it’s a **seminal work in sociology** that coined the term “emotional labor,” influencing fields from psychology to labor studies. Hochschild’s groundbreaking research on Delta flight attendants and bill collectors remains critical for understanding modern workplace expectations, making it a must-read for analyzing systemic inequities.

What is emotional labor in *The Managed Heart*?

Emotional labor refers to **managed feelings sold for wages**, such as a flight attendant’s forced cheerfulness or a bill collector’s strategic anger. Hochschild argues this labor creates dissonance between genuine emotions and performative roles, leading to burnout and alienation.

How did Arlie Russell Hochschild research *The Managed Heart*?

Hochschild studied **Delta flight attendants** (trained to project warmth) and **bill collectors** (encouraged to feign aggression). Her fieldwork revealed how corporations script emotional performances, prioritizing profit over workers’ psychological health. These case studies underscore systemic gender and class biases.

How does *The Managed Heart* relate to gender roles?

The book highlights how emotional labor disproportionately falls on **women**, perpetuating stereotypes of female caregivers. Hochschild ties this to unpaid domestic work (e.g., *The Second Shift*), arguing that gendered expectations in professions like nursing or teaching reinforce societal inequities.

What are key quotes from *The Managed Heart*?

- **“Emotional labor requires one to induce or suppress feeling…”** - **“The commercialization of human feeling distorts the very essence of selfhood.”** These lines critique the erosion of authenticity in profit-driven roles.

How does *The Managed Heart* apply to modern workplaces?

The book’s insights resonate in **gig economy jobs** (e.g., Uber drivers rated on friendliness) and **remote work**, where digital communication demands curated emotional performances. Hochschild’s framework helps analyze burnout in customer service and tech sectors.

The Managed Heart: Commercialization of Human Feeling

Comercialização do Sentimento Humano

Arlie Russell Hochschild

3.99(1056 Reviews)

Visão geral de The Managed Heart: Commercialization of Human Feeling

A exploração inovadora de Hochschild sobre o "trabalho emocional" revolucionou a sociologia, vencendo o Prêmio Charles Cooley ao expor como nossos sentimentos se tornam mercadorias no capitalismo. O que acontece quando o seu sorriso não é mais seu? Descubra por que esta obra permanece essencial em todas as esferas acadêmicas e profissionais.

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As mesmas ideias de The Managed Heart: Commercialization of Human Feeling. Escolha a voz, a profundidade e o ritmo ideais para você. Mude quando quiser.

Capítulo 1

When Feelings Become Work: The Commercialization of Emotion

Picture yourself on an airplane, watching a flight attendant smile graciously as a passenger berates her over a minor inconvenience. Behind that unwavering smile lies a profound concept that has transformed our understanding of modern work-emotional labor. When sociologist Arlie Russell Hochschild sat in a Delta Airlines training center in the early 1980s and observed a young recruit writing down instructions to "smile like you really mean it," she identified something revolutionary. This moment crystallized the idea that would become "The Managed Heart," a groundbreaking work cited in over 10,000 academic articles and mentioned 559,000 times online. Oprah Winfrey has praised the book as "essential reading for understanding modern service work," while organizational psychologists consider it the foundation for workplace emotional intelligence training. The concept resonates deeply because it names something we all experience but struggled to identify: the work of managing our feelings to meet job requirements and social expectations.

Capítulo 2

The Hidden Economy of Feeling

Emotional labor represents a specific kind of work-the effort to induce or suppress feelings to create a particular outward appearance that produces the proper state of mind in others. This labor requires coordination of mind and feeling, drawing on a source of self we consider integral to our individuality. While physical labor alienates factory workers from their bodies, emotional labor alienates service workers from their feelings. Consider the flight attendant's job. Beyond pushing meal carts (physical labor) and organizing evacuations (mental work), flight attendants perform the crucial emotional labor of creating passenger contentment. Their smiles become "on them but not of them"-extensions of makeup and uniform rather than genuine expressions. The product isn't counted smiles but passenger satisfaction, requiring workers to coordinate self and feeling so their work seems effortless. This commercialization of feeling has expanded dramatically with the rise of the service sector, now representing 25% of American GDP compared to manufacturing's 12%. Roughly one-third of American workers face substantial demands for emotional labor, including half of all working women. These jobs span various sectors-the secretary creating a cheerful office, the waitress fostering pleasant dining, the social worker showing concern, the salesman generating excitement. The transformation of private emotional systems into commercial assets affects different genders and social classes distinctly. Women, traditionally managers of feeling in private life, find themselves particularly suited for jobs requiring emotional labor. Middle and upper classes tend to work more with people, working classes more with things. This stratification creates a system where some control feeling rules while others must follow them.

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Capítulo 3

The Anatomy of Emotional Acting

We all perform emotional acting in daily life, but in two distinct ways. Surface acting involves changing outward appearances-the controlled sigh, the forced smile, the posed shrug, the diplomatic laugh-without altering inner feelings. Deep acting transforms the feelings themselves, producing genuine emotional expressions through self-induced psychological states. This distinction is crucial because while surface acting often leads to emotional exhaustion, deep acting can actually help align our inner experience with required emotional displays. Flight attendants demonstrate commercial applications of both techniques in particularly vivid ways. They employ various strategies to maintain the required emotional display: they pretend to feel "up" until they actually feel it through emotional contagion; they use physical techniques like deep breathing and maintaining proper posture; they self-prompt with internal mantras like "don't let him get to you" or "stay professional"; and they reframe difficult passengers as scared "children" to avoid anger. Some even create detailed backstories for challenging passengers to maintain empathy. Unlike theatrical or therapeutic contexts, this emotional labor transforms one's face and feelings into commodities to be sold, making it a fundamental part of service industry work. Delta Airlines' training program explicitly teaches these techniques through role-playing exercises and structured scenarios. When facing an "irate" passenger, attendants learn to reframe the situation-imagining the passenger has suffered a personal trauma, recently lost a loved one, or is dealing with intense anxiety about flying. They're taught to focus on the other person's emotional state rather than their own frustration, using specific phrases and body language to de-escalate tension. The training conspicuously avoids addressing what causes worker anger or legitimate grievances, focusing instead on "anger-desensitization" techniques that primarily serve company goals by establishing narrow boundaries for what deserves anger. This approach reveals a fundamental clash between company interests (more satisfied passengers, higher customer satisfaction scores, repeat business) and worker interests (civil treatment, reasonable workload, pleasant working conditions, and authentic emotional expression). While these emotion management strategies are presented as stress reduction techniques for workers' benefit, they primarily serve company profit motives by placing the burden of emotional regulation entirely on employees. This commodification of emotions can lead to burnout, emotional dissonance, and job dissatisfaction among service workers who must constantly monitor and modify their emotional displays regardless of their authentic feelings. The long-term consequences of such emotional labor are significant: workers may experience decreased job satisfaction, increased stress levels, and difficulty maintaining authentic emotional connections in their personal lives. Some develop what researchers call "emotional numbness" as a coping mechanism, while others report feeling unable to "switch off" their professional persona even in private settings.

Capítulo 4

The Cultural Scripts That Guide Our Emotions

Feeling rules are cultural scripts that guide our emotional responses, revealing themselves in the gap between what we do feel and what we think we should feel. These rules operate as invisible guidelines that shape our emotional landscape, manifesting in three primary ways: through self-assessment ("I shouldn't feel so angry about this"), others' reactions to our emotions ("Why are you so upset?"), and social sanctions for inappropriate feelings. For example, expressing rage at a minor inconvenience often draws social disapproval, while showing insufficient sadness at a loss may be viewed as callous. Different social groups have distinctly varying rules based on cultural, religious, and socioeconomic factors. Women, Protestants, and middle-class people typically demonstrate greater emotional restraint compared to men, Catholics, and lower-class people. These differences emerge from historical traditions, social expectations, and power dynamics. Rule reminders surface as internal murmurings ("I should be more grateful") or external questions that demand justification for unexpected emotions ("Aren't you thrilled about your promotion?"). Professional settings often expect emotional neutrality, while family gatherings might demand visible enthusiasm. These rules become particularly visible when emotions misfit situations, creating social tension and internal conflict. Funerals provide a clear example of these cultural scripts in action-mourners must navigate complex expectations about grief expression: not too overwhelming to appear theatrical, not too restrained to seem uncaring, and appropriately timed to match social expectations. Medical professionals frequently encounter these emotional scripts when dealing with families in crisis. They may interpret parents' stoicism at a child's terminal illness as either admirable strength or concerning detachment, while the parents themselves might experience guilt or confusion about not feeling as devastated as they believe they should. Gender expectations significantly influence emotional expression-men traditionally face stricter constraints against showing grief openly, often requiring specific social contexts or ceremonial permission to express vulnerable emotions. Even seemingly natural emotions like parental love are governed by powerful social conventions because they're fundamental to social structure yet can be challenging to maintain consistently. Siblings of disabled family members frequently struggle with guilt when they can't generate the depth of love or patience they believe they "should" feel, highlighting how feeling rules can create emotional burden. In marriages, these rules can create particular strain-as Freud observed, a wife might "like to love" an unlovable husband because it aligns with her internalized ideal of marriage and social expectations of spousal devotion. This gap between expected and actual feelings can lead to emotional labor as individuals work to align their genuine feelings with social expectations.

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Capítulo 5

The Gift Economy of Emotions

In private life, emotion work, feeling rules, and interpersonal exchanges constitute our emotional system. We "bow to each other not only from the waist but from the heart," as feeling rules establish what we owe others in emotional gestures. These exchanges come in two forms: straight exchanges where we simply follow rules, and improvisational exchanges where we play with them creatively. Like a complex dance, these emotional transactions shape our daily interactions, creating an invisible but powerful web of social obligations and expectations. In straight exchanges, we trade emotional currency according to established rates-like when a novice worker seeks advice from an expert and "pays" with displays of gratitude and deference. What's owed isn't just words but "sincere display" through facial expressions, tone of voice, and genuine feeling. For example, when receiving a gift, we're expected to show appropriate enthusiasm regardless of our true feelings about the item. We maintain mental ledgers of emotional debts, though we rarely acknowledge them consciously. These ledgers might include remembering who attended our important life events, who offered support during difficult times, or who has consistently shown interest in our well-being. Improvisational exchanges involve playing with feeling rules themselves, as when an experienced airline agent ironically says "I feel so bad" about leaving his trainee alone, creating humor through shared understanding that neither takes the job too seriously. Such exchanges acknowledge deeper bonds that can withstand playfulness. These moments often occur between close friends who can mock social conventions together or colleagues who have developed enough trust to joke about workplace emotions. The ability to engage in such playful exchanges often signals relationship strength and mutual understanding. We have various options for "paying psychological dues"-feigning feelings, amplifying existing ones, or reframing situations through deep acting. For instance, a person might exaggerate their excitement at a colleague's promotion to meet social expectations, or genuinely try to feel happy for a friend's success despite their own disappointment. We can also choose non-payment by refusing to display expected emotions, or even "anti-payment" by deliberately showing contrary feelings - like responding to aggression with calm rather than anger. The most generous emotional tribute involves actually transforming one's feelings to match what others hope to see, such as when we work to feel genuine appreciation for well-intentioned but unwanted advice from family members. This emotional economy operates on multiple levels simultaneously - personal, professional, and social - creating complex webs of obligation and reciprocity. Understanding these unwritten rules helps us navigate relationships more effectively while recognizing the real psychological work involved in maintaining social harmony.

Capítulo 6

When Private Emotion Becomes Corporate Property

When emotions become part of a job-when management dictates feeling rules, when workers have fewer rights to courtesy than customers, when deep and surface acting become forms of labor sold for wages-our relationship to our own feelings fundamentally changes. The corporate use of emotions creates "emotive dissonance" similar to cognitive dissonance, as workers struggle with the gap between genuine feelings and required emotional displays. This dissonance manifests in various ways: flight attendants report feeling "fake," "numb," or "robotlike" after prolonged periods of emotional labor, and many develop coping mechanisms like emotional detachment or creating psychological boundaries between their "work self" and "real self." Though airline employees don't explicitly discuss "a market for emotional labor," their combined efforts create precisely that. As airlines compete for passengers, service becomes the primary battleground. Flight attendants, who have the most prolonged passenger contact, become the face of the airline's service. Through the 1950s and 1960s, airlines increasingly featured flight attendants in advertising, specifically promoting the image of beautiful, smartly dressed women as the embodiment of gracious manners and warm personal service. Airlines invested heavily in training programs focused not just on safety procedures but on maintaining the perfect smile, the right tone of voice, and appropriate body language even in challenging situations. These advertisements create unrealistic expectations-promising on-time service despite industry-wide delays, spacious planes despite crowded flights, and happy workers despite industry speedups. The sexualized advertising ("We really move our tails for you" or "Fly me, you'll like it") burdens flight attendants with responding to passengers' sexual fantasies, forcing them to suppress feelings that such behavior is demeaning. Flight attendants report regular incidents of inappropriate touching, suggestive comments, and harassment, yet are expected to maintain their composure and friendly demeanor throughout these encounters. The company's control extends to physical appearance with strict weight requirements enforced through regular weigh-ins. Flight attendants face disciplinary action for being even one pound overweight, creating an underground culture of pre-flight starvation and post-flight binging. Some resort to extreme measures like taking diuretics, using laxatives, or wearing rubber suits during exercise to meet these requirements. The company justifies this standardization by linking it to "professionalism," suggesting that the most compliant attendant is the most professional. This creates a culture where personal autonomy is sacrificed for corporate image, and where physical appearance becomes as much a part of the job as safety knowledge or customer service skills. The commodification of emotion extends beyond just service delivery to include the entire presentation of self. Flight attendants must maintain perfect makeup, hair, and uniforms even on long-haul flights, and are expected to project energy and enthusiasm regardless of their actual physical or emotional state. This comprehensive control over both emotional display and physical appearance represents a profound corporate intrusion into personal identity, transforming private aspects of self into marketable commodities.

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Capítulo 7

The Corporate Machinery of Feeling

Flight attendants don't work in isolation-they perform as emotional teams. The company recognizes that proper service requires workers to maintain positive interactions with each other, as friendly banter keeps everyone in the right frame of mind. From the initial bus ride to the plane, attendants check moods, relax tensions, and build team cohesion. This collective emotion work serves dual purposes. Conversations deliberately avoid potentially painful topics like death, divorce, politics or religion. Instead, workers engage in mutual "morale raising"-straightening a colleague's collar or offering encouragement when someone feels down. However, team solidarity presents a double-edged sword for management. While it improves service through better morale, it can also become a foundation for sharing grievances against passengers or the company. Trainers explicitly warn against "heading to the galley to blow off steam" with colleagues who might validate anger rather than calm it down. For flight attendants, control operates through a fear hierarchy that flows indirectly through passengers back to supervisors. The passenger letter system-both "onion" complaints and "orchid" praise-becomes a powerful surveillance tool as all correspondence enters personnel files and translates into rewards or punishments. Flight attendants discuss these letters as much as reports from official supervisors. When emotion management successfully prevents incidents like "accidental" Bloody Mary spills on difficult passengers, something like alchemy occurs-civility increases while emotional "pollution" decreases. This remarkable accomplishment happens through the transmutation of three fundamental elements of emotional life: emotion work transforms from private act to public commodity; feeling rules move from matters of personal discretion to publicly codified standards; and social exchange becomes channeled into narrow, prescribed pathways.

Capítulo 8

When the System Breaks Down

When industry speed-ups drastically shorten passenger contact time, emotional labor becomes virtually impossible to deliver. The transmutation fails completely-company claims about offering smiles "from the inside out" collapse into empty slogans, deep acting gives way to unconvincing surface displays. Flight attendants report feeling increasingly disconnected from their traditional role as caregivers and hospitality providers, forced instead to function as efficient processors of human cargo. Flight attendants describe a stark "before" and "after" period in commercial aviation. In the "before" era of piston-engine Stratocruisers, three attendants served seventy-five passengers over ten hours to Honolulu, with time for personal introductions and tucking passengers into sleeping berths. They knew passengers' names, preferences, and could attend to individual needs. Flight attendants could spend time calming nervous flyers, entertaining children, and ensuring elderly passengers were comfortable. The "after" period features twelve-hour duty days serving 375 passengers on massive planes that "can go forever." Eye contact is deliberately avoided to prevent time-consuming requests, and interactions are reduced to brief, mechanical exchanges. Many attendants report having to rush through safety demonstrations and meal services just to complete basic required tasks. The golden age ended with the 1970s recession when airlines pursued "cost-efficient" flying-larger planes, longer flights, shorter layovers, and reduced port times. Deregulation brought "discount people" aboard in larger numbers-more inexperienced travelers, children, elderly passengers-while maintaining the same crew size. These new passengers often required more attention and assistance, yet had to be served with fewer resources and less time. Turnaround times between flights shortened from 45 minutes to as little as 20 minutes, forcing crews to clean, restock, and prepare for the next flight at an exhausting pace. Flight attendants respond to the contradiction between demanded emotional labor and impossible working conditions through their own version of the industrial slowdown. When pushed to breaking points-like passengers spitting, hoarding playing cards while demanding more, or throwing tea-many workers consciously reject bringing their emotional selves to work. Some describe feeling dehumanized by the constant demands to maintain a cheerful demeanor while dealing with increasingly hostile conditions and unrealistic expectations. Workers who refuse emotional labor "go into robot"-withholding deep acting and retreating to surface acting. They openly protest: "I'm not a robot," meaning they'll pretend but won't hide that they're pretending. Half-heartedness has gone public. This resistance manifests in various ways: minimal eye contact, shorter responses, strictly enforced rules rather than flexible accommodation, and an obvious emotional distance that contrasts sharply with the airline's marketed image of warm, personalized service. Some attendants report feeling guilty about this withdrawal but see no alternative given the systemic pressures they face.

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Capítulo 9

The Gendered Dimensions of Emotional Labor

In the class system, emotion management is more prevalent at the top, but in the gender system, it's more prevalent at the bottom-among women. This asymmetry exists for four key reasons related to women's subordinate social position and limited access to material resources. First, lacking money and power, women make a resource out of feeling, offering it as a gift to men in exchange for material support. Second, women and men specialize in different kinds of emotional labor-women in the "flight attendant" side (being nice), men in the "bill collector" side (aggressing against rule-breakers). Third, women's lower status provides a weaker "status shield" against others' displaced feelings, making them easier targets for abuse. Fourth, different portions of the managed heart become commercially exploited for each gender: women's capacity for charm and relational skills, men's capacity for wielding anger and making threats. Middle-class women are commonly thought to both feel emotion more than men and to manage it better. Women manage feeling more because they depend financially on men, repaying this debt through emotion work that affirms and celebrates others. When emotional skills move into the marketplace, women's emotional labor becomes more prominent because men haven't been trained to use emotions as a resource. Women's "adaptive" and "cooperative" nature isn't innate but reflects active work at showing deference. Studies reveal women more often than men "bring themselves around" to feelings that serve relationships-64% of men but only 24% of women would refuse to marry someone with desirable qualities if they weren't in love. People in low-status positions lack a shield against disrespectful treatment of their feelings. This creates a pattern where female flight attendants face more abuse than males, with less ammunition to combat it. When a male attendant tells a passenger to stow luggage, they comply immediately; when a female makes the same request, she faces resistance. This "higher tolerance for abuse" is actually higher exposure combined with less respect currency.

Capítulo 10

The Quest for Authenticity in a Commercialized World

As commercialized feeling becomes commonplace, our culture has responded by placing unprecedented value on spontaneous, "natural" feeling. Ironically, people now try to learn how to be spontaneous, treating feeling as something to be recovered through deliberate effort, thereby making feelings even more subject to management. Books like "Born to Win" teach people to "try" to be natural winners, turning spontaneity into something that must be deliberately recovered. The Noble Savage, once admired for his unmanaged feelings, didn't "get in touch with" his feelings or "let" himself feel-he simply felt, without calculation or obligation. Our modern obsession with authentic feeling reflects its growing scarcity as we carry our capacity for gift exchange over a commercial divide where corporations set the exchange rates for our emotions. Both psychoanalysts and actors speak of a "false self"-a disbelieved, unclaimed part of oneself. While the false self enables discretion and kindness that "Noble Savages" lack, it becomes problematic when organizations claim workers' true selves as company assets. Two unhealthy versions emerge: the narcissist (more common in men) who desperately seeks admiration, and the altruist (more common in women) who becomes overly concerned with others' needs. When companies insert commercial purposes between feelings and their interpretation, workers lose touch with their authentic emotional responses. Flight attendants are taught to reinterpret their anger at customers' demands as their own personal failing rather than a response to unequal power dynamics. Workers must struggle to reclaim their managed hearts, separating company meanings from personal ones, often through mutual support and private reflection. Since The Managed Heart's publication, Hochschild observes a profound shift in the emotional labor landscape. While many "emotional proletariat" jobs are being automated (bank tellers replaced by ATMs, ticket agents by online booking), a new sector has emerged-what she calls "marketized private life." This third realm exists between work and home, comprising services that fill gaps created by time-bound working parents. These workers follow complex hybrid feeling rules, neither purely professional nor familial. They face bewildering questions about how to feel-like an expert, a surrogate sister, or visiting aunt? As feeling itself becomes engineered and mass-produced, more people privately wonder: What do I really feel? This question reveals the profound impact of emotional labor on our sense of self and authenticity in a world where even our deepest feelings can be commodified.

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Temas principais em The Managed Heart: Commercialization of Human Feeling

emotional labor
commercialization of feeling
surface and deep acting
service industry alienation
gendered emotion management

Citações de The Managed Heart: Commercialization of Human Feeling

Their smiles become 'on them but not of them'—extensions of makeup and uniform rather than genuine expressions.
Surface acting often leads to emotional exhaustion.
They reframe difficult passengers as scared 'children' to avoid anger.
Feeling rules reveal themselves in the gap between what we do feel and what we think we should feel.
Professional settings often expect emotional neutrality.

Personagens de The Managed Heart: Commercialization of Human Feeling

Arlie Russell HochschildAuthor and sociologist who studied emotional labor
Delta Airlines recruitTrainee observed learning to manage her emotions

Sobre o Autor

Arlie Russell Hochschild, autora de The Managed Heart, é uma socióloga pioneira e professora emérita da Universidade da Califórnia, Berkeley, renomada por seu trabalho inovador sobre o trabalho emocional e a sociologia das emoções humanas.

Um texto seminal na psicologia social, The Managed Heart examina como os locais de trabalho transformam sentimentos em mercadoria, estabelecendo a estrutura influente de Hochschild para a compreensão da gestão das emoções nas indústrias de serviços. Sua pesquisa, moldada por décadas de rigor acadêmico e estudos de campo, conecta experiências pessoais íntimas a questões sociais sistêmicas, um tema ecoado em suas outras obras aclamadas como The Second Shift (analisando papéis de gênero no trabalho doméstico) e Strangers in Their Own Land (finalista do National Book Award que explora a polarização política).

A expertise de Hochschild abrange as dinâmicas globais do trabalho de cuidado, como visto em seu volume coeditado Global Woman, e os conflitos entre trabalho e família detalhados em The Time Bind. Bolsista da Guggenheim e ganhadora da Medalha Ulysses, seus livros foram traduzidos para 17 idiomas e amplamente citados na mídia, incluindo endossos de figuras como Barack Obama. Reconhecida como uma "pedra de Roseta" para decifrar as divisões políticas modernas, sua obra permanece fundamental nos currículos de sociologia e estudos de gênero em todo o mundo.

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Capítulo 6

The Managed Heart: Commercialization of Human Feeling

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Um livro. Muitas maneiras de ouvi-lo.

When Feelings Become Work: The Commercialization of Emotion

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1,000,000+ curious minds.

1,000,000+ curious minds.

Um livro. Muitas maneiras de ouvi-lo.

When Feelings Become Work: The Commercialization of Emotion

The Hidden Economy of Feeling

Veja cada palavra enquanto a ouve

The Anatomy of Emotional Acting

The Cultural Scripts That Guide Our Emotions

Aproveite ainda mais The Managed Heart: Commercialization of Human Feeling

The Gift Economy of Emotions

When Private Emotion Becomes Corporate Property

Veja cada palavra enquanto a ouve

The Corporate Machinery of Feeling

When the System Breaks Down

Aproveite ainda mais The Managed Heart: Commercialization of Human Feeling

The Gendered Dimensions of Emotional Labor

The Quest for Authenticity in a Commercialized World

Você chegou ao fim de The Managed Heart: Commercialization of Human Feeling

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