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Scholars and practitioners in the OB literature nowadays appreciate that emotions and emotional regulation constitute an inseparable part of work life, but the HRM literature has lagged in addressing the emotional dimensions of life at work. In this chapter therefore, beginning with a multi-level perspective taken from the OB literature, we introduce the roles played by emotions and emotional regulation in the workplace and discuss their implications for HRM. We do so by considering five levels of analysis: (1) within-person temporal variations, (2) between persons (individual differences), (3) interpersonal processes; (4) groups and teams, and (5) the organization as a whole. We focus especially on processes of emotional regulation in both self and others, including discussion of emotional labor and emotional intelligence. In the opening sections of the chapter, we discuss the nature of emotions and emotional regulation from an OB perspective by introducing the five-level model, and explaining in particular how emotions and emotional regulation play a role at each of the levels. We then apply these ideas to four major domains of concern to HR managers: (1) recruitment, selection, and socialization; (2) performance management; (3) training and development; and (4) compensation and benefits. In concluding, we stress the interconnectedness of emotions and emotional regulation across the five levels of the model, arguing that emotions and emotional regulation at each level can influence effects at other levels, ultimately culminating in the organization’s affective climate.

From the 2006-2007 season, Union of European Football Associations (UEFA) introduced regulation into European football by imposing “home-grown” quotas on clubs. The purpose of this paper is to remedy partial market failure by influencing issues in the game, namely reducing opportunities for “local” players and stockpiling players. Rule changes have amplified the importance of developing “home-grown” players; however, the UEFA rule is not limited by nationality, which is an inhibiting factor.

The sample used was the ten seasons from the introduction of the legislation (2006-2007 to 2015-2016). The results quantify English player production in these ten seasons, focusing on outputs (number of players, top-flight playing statistics, academy attended, club played for, age and international experience). Clubs are also categorised and analysed by the number of seasons played.

A total of 369 English players have debuted since 2006-2007, although only 141 developed through the eight “category 1” (ever-present) clubs. A high proportion of players are developing at elite clubs but having limited playing time and subsequently transferring to lower ranked clubs. The clubs promoted to the English Premier League (EPL) each season have introduced more English players into the EPL (167) than “category 1” clubs (112), and these clubs account for a minority of minutes played by new entrants (13 per cent). Furthermore, clubs outside the EPL are producing a significant number of English players, including those progressing to the national team.

Competing organisational purposes between the EPL, the FA and professional clubs have combined to create a complex environment and options for the future are discussed.

Purpose – This chapter provides an overview of the importance of seeing personal troubles as public issues when examining the mass incarceration of people of color, specifically Black Americans in the United States. A response to the mass incarceration of Black Americans unrooted in a sociological understanding may lead to victim-blaming. This chapter demonstrates how personal problems are often intertwined with public issues. The chapter concludes with a discussion on the importance of shifting blame away from the victim and appropriately addressing systemic challenges.

Methodology/approach – This chapter applies sociological theories to examine high rates of incarceration of people of color that get attributed to personal problems. The authors based the analysis on previous research and governmental reports.

Findings – Sociological theory can offer new solutions to transforming the criminal justice system to alleviate injustices in communities of color. The criminal justice system has negative consequences, but resistance to accepting new ideas perpetuates inequality and limits opportunity for social change. The authors recognize that policy changes must occur at the institutional and structural levels to expose social injustice.

Originality/value – A dearth of research examines the approach of framing personal troubles as public issues to reduce mass incarceration. The authors intend to expand the discourse on how personal troubles intersect with public issues and how the authors must examine mass incarceration as the typical response.

We review the literature on stress in organizational settings and, based on a model of job insecurity and emotional intelligence by Jordan, Ashkanasy and Härtel (2002), present a new model where affective responses associated with stress mediate the impact of workplace stressors on individual and organizational performance outcomes. Consistent with Jordan et al., emotional intelligence is a key moderating variable. In our model, however, the components of emotional intelligence are incorporated into the process of stress appraisal and coping. The chapter concludes with a discussion of the implications of these theoretical developments for understanding emotional and behavioral responses to workplace.

Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.

The decision by the British Olympic Association to enter a soccer team into the Olympic Games of 2012, having not participated in the Olympic soccer competition since 1960, provided an opportunity to study representation as a predictor of fan identification. The paper aims to discuss this issue.

Using a quasi-experimental research design, the authors empirically validated the value of representation by comparing the identity levels of homogeneous samples of English and Scottish respondents toward the Great Britain Olympic National Football, participating in the Olympic Games of 2012.

Only partial support for four sets of hypotheses was found. In general, there seemed to be low levels of identity of each of the samples with the football team, because neither English nor Scottish respondents perceived the team to be representative of them. Nevertheless, the results support the general notion that representation is a valuable predictor of consumer identification.

Representation has been proposed as a central component of a sport team’s ability to serve as a symbol to their community, which enables the team to benefit from existing fan identities and the community the team is associated with. Yet, an empirical assessment of this phenomenon is lacking.

In this chapter, we develop and present the Multi-Perspective Multilevel Model of emotional labor in organizations. This model is based on three perspectives: (1) a service requirement, (2) an intra-psychic process, and (3) an emotional display, each involving five levels of analysis: within-person, between persons, in interpersonal exchanges, in groups, and across the organization as a whole. Our model is differentiated from earlier characterizations of emotional labor in that we propose that the phenomenon begins with energy generation instead of energy depletion; and is neither a one-way nor a one-by-one service episode. We further proffer that the intra-psychic processes embedded in emotional labor represent a form of social self-regulation that impacts across multiple levels within service organizations. We conclude by discussing the implications and limitations of our model for emotional labor research.

Since its publication in 1996, Affective Events Theory (AET) has come to be regarded as the seminal explanation for structure, causes and consequences of affective experiences at work. AET does not, however, elucidate why, how, and when objects and events in the workplace trigger moods and emotions which in turn influence cognitive and behavioral outcomes. Consequently, AET does not yet provide us with a theoretical basis upon which to predict the way in which contextual, cognitive, motivational, or individual factors might moderate the impact of workplace events on affective states and subsequent behavior. In this chapter, we outline the central tenets of AET, and review a model of the processes underlying AET, with a view to understanding individual differences in the manifestation and consequences of affect in the workplace.

Research in industrial and organizational psychology demonstrates that the regulation of negative emotions in response to both organizational stressors and interpersonal workplace interactions can result in functional and dysfunctional outcomes (Côté, 2005; Diefendorff, Richard, & Yang, 2008). Research on the regulation of negative emotions has additionally been conducted in social psychology, developmental psychology, neuropsychology, health psychology, and clinical psychology. A close reading of this broader literature, however, reveals that the conceptualization and use of the term “emotion regulation” varies within each research field as well as across these fields. The main focus of our chapter is to make sense of the term “emotion regulation” in the workplace by considering its use across a broad range of psychology disciplines. We then develop an overarching theoretical framework using disambiguating terminology to highlight what we argue are the important constructs involved in the process of intrapersonal emotion generation, emotional experience regulation, and emotional expression regulation in the workplace (e.g., emotional intelligence, emotion regulation strategies, emotion expression displays). We anticipate this chapter will enable researchers and industrial and organizational psychologists to identify the conditions under which functional regulation outcomes are more likely to occur and then build interventions around these findings.

Historically, research in organizational behavior has denied and even denounced the presence and impact of emotions in the workplace. Today, after little more than 10 years of research on emotions in the workplace, organizational behavior scholars look to emotions as an important determinant of nearly every facet of workplace behavior. From interpersonal behavior, to team performance, and strategic decision-making in top management teams, researchers have argued that the role of emotions is fundamental to our understanding of these organizational processes. Research on emotions in the workplace has had a fast and furious growth, facilitated by a lack of critical reflection upon the limits of bounded emotionality as a framework for understanding individuals’ actions in organizations. It is undeniable that emotions influence some facets of organizational behavior. But the questions of interest in this chapter are, in which areas of organizational behavior do emotions play a critical role in the determination of individual and organizational outcomes and under what conditions?