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Emotion work benefits service organizations, but high emotion-workloads lead to negative consequences for employees. We examined differences between employees highly competent in emotion work (Experts) and those who are less competent (Novices). We found that Novices conformed to organizational level display rules, used simple strategies and felt overwhelmed by their emotion-workload. In contrast, Experts followed interaction level display rules, used proactive strategies, and found emotion work to be effortless. This suggests that emotion work competence can act as a firewall buffering employees from negative consequences. Hospitality organizations can benefit from encouraging employees to increase their emotion work competence.

This paper aims to portray that, while particular types of emotional displays are often essential for team and service work, the negative consequences of conforming with display rules need to be weighed against their true necessity. This research seeks to examine their necessity in terms of the expectations that people have of the emotional displays of others, so that potentially stressful emotional work can be targeted appropriately within organizations.

This quantitative study uses a questionnaire approach to assess the expectations that 121 UK and 101 US participants have towards the emotional displays of various service providers and work colleagues.

Expectations of emotional display were shown to differ across cultures, between jobs and roles within an organization, and between males and females.

The implications for managers and practitioners centre on the value placed on encouraging warm emotional displays at various levels within the organization. The findings suggest that these should not be limited to frontline communications and this may impact on selection and training procedures. Managers will be better able to target emotion work within those interactions where such performance is most expected and required.

Whilst a great deal of research has been conducted into the emotional displays and emotional labour performance of employees, little has examined the expectations that individuals have about these displays. This is an important gap since such information allows practitioners to better target their emotion management strategies in the right areas and limit the potentially harmful consequences to health of chronic emotion work where it is less necessary.

Despite the importance of bibliographic information systems for discovering and exploring library resources, some of the core functionality that should be provided to support users in their information seeking process is still missing. Investigating these issues, the purpose of this paper is to design a solution that would fulfil the missing objectives.

Building on the concepts of a work family, functional requirements for bibliographic records (FRBR) and information visualization, the paper proposes a model and user interface design that could support a more efficient and user-friendly presentation and navigation in bibliographic information systems.

The proposed design brings together all versions of a work, related works, and other works by and about the author and shows how the model was implemented into a FrbrVis prototype system using hierarchical visualization layout.

Although issues related to discovery and exploration apply to various material types, the research first focused on works of fiction and was also limited by the selected sample of records.

The model for presenting and interacting with FRBR-based data can serve as a good starting point for future developments and implementations.

With FRBR concepts being gradually integrated into cataloguing rules, formats, and various bibliographic services, one of the important questions that has not really been investigated and studied is how the new type of data would be presented to users in a way that would exploit the true potential of the changes.

Previous research on emotional labor has typically been conducted at the individual level of analysis, despite the fact that many organizations have incorporated work teams into their business model. The use of work teams turns emotional management into a group task on which employees work as a collective. The present chapter proposes a conceptual model that describes the antecedents and consequences of team-level emotional labor. We propose that work groups often impose positive display rules (express integrative emotion) and negative display rules (suppress differentiating emotions) on their members. Positive display rules generally trigger group-level deep acting, whereby teammates seek to change their internal feelings. Negative display rules generally trigger surface acting, whereby teammates retain their actual emotions but do not actually express differentiating feelings. These two dimensions of emotional labor, for their part, impact emotional exhaustion. Deep acting one's positive emotions lowers emotional exhaustion and surface acting increases it. We discuss the consequences of our model for workplace behavior, such as performance. We also discuss how the relationships involving emotional labor change when one considers these constructs at the group-level of analysis.

This paper examines a user categorisation of documents related to a particular literary work. Fifty study participants completed an unconstrained sorting task of documents related to Charles Dickens’ A Christmas carol. After they had finished the sorting task, participants wrote descriptions of the attributes they used to create each group. Content analysis of these descriptions revealed categories of attributes used for grouping. Participants used physical format, audience, content description, pictorial elements, usage, and language most frequently for grouping. Many of the attributes participants used for grouping already exist in bibliographic records and may be used to cluster records related to works automatically in online catalogue displays. The attributes used by people in classifying or grouping documents related to a work may be used to guide the design of summary online catalogue work displays.

This paper aims to establish how the Functional Requirements for Bibliographic Records (FRBR) conceptual model, which holds a lot of potential in theory, works in practice. It also aims to identify, and if possible, give solutions to problems found in two of the existing prototypes.

An independent evaluation and comparison of two of the most recent FRBR‐based prototypes, OCLC FictionFinder and the LibraryLabs, was carried out in January 2007.

FictionFinder focuses almost exclusively on the concept of work, while the LibraryLabs prototype applies an FRBR‐like structure only as part of a larger group of experiments. Neither of the prototypes fully follows FRBR, owing to issues associated with current cataloguing practice and the model itself. These barriers also cause some practical shortcomings for these prototypes, however new results displays clearly enhance the user experience.

The prototypes may not be representative of the whole population of FRBR‐based implementations. Also, technical aspects of the implementations were not taken into account, as user experience was given full priority.

The identified problems and any given solutions should help not only the authors of the two prototypes, but also other researches in the field.

This paper offers a rare published independent evaluation of two FRBR‐based prototypes, giving pointers towards improvement and establishing the position of current FRBR implementation relative to what is expected in the future.

This chapter describes the role of service employees’ motives for emotion regulation in interactions with customers. To date, there has been little research and theoretical work on motives for emotion regulation in service work. The reason for this may lie in the fact that there is an implicit general assumption that employees regulate their emotions in customer interactions because of display rules given by the organization. We argue that service employees have more motives for emotion regulation than adhering to display rules. We propose that three fundamental motive categories which are relevant for general emotion regulation are also relevant in the service work context. Moreover, we argue that the different motive categories are important antecedents for the further emotion regulation process. We propose that depending on the motive category different emotion regulation strategies are used as well as moderating effects of the motives with an impact on the consequences of emotion regulation such as well-being. The chapter concludes by pointing to practical implications.

Display rules are formal and informal norms that regulate the expression of workplace emotion. Organizations impose display rules to meet at least three objectives: please customers, maintain internal harmony, and promote employee well-being. Despite these valid intentions, display rules can engender emotional labor, a potentially deleterious phenomenon. We review three mechanisms by which emotional labor can create worker alienation, burnout, stress, and low performance. Though not as widely discussed, emotional labor sometimes has propitious consequences. We discuss the potential benefits of emotional labor as well.

The European Community Directive 90/270/EEC, issued in 1990, concerns the minimum health and safety standards of display screen users. The Directive becomes law in the UK and the rest of Europe on 1 January 1993 and instructs national administrations to bring the laws and regulations necessary to make it effective into force. In the UK this responsibility falls to the Health and Safety Executive (HSE). This paper describes possible risks to workers using display screen equipment, standards relating to visual display terminals, the provisions of the Directive, how these have been interpreted by the HSE in its draft legislation and the implications of this legislation for libraries.

The purpose of this paper is to illustrate how emotion display rules are influenced by relational, occupational, and cultural expectations.

The authors compare these influences by assessing anger and happiness display rules toward customers, coworkers, and supervisors across four cultures.

Overall, the findings suggest that anger can be expressed with coworkers, can be slightly leaked to supervisors, but must be almost completely suppressed with customers. In contrast, happiness expression is most acceptable with coworkers. Moreover, though culture dimensions (i.e. power distance and collectivism) do predict display rules with organizational members, display rules with customers are fairly consistent across culture, with two exceptions. French respondents are more accepting of anger expression with customers, while American respondents report the highest expectations for expressing happiness to customers.

The results support that several countries share the “service with a smile” expectations for customers, but these beliefs are more strongly held in the USA than in other cultures. Thus, importing practices from the USA to other culturally distinct countries may be met with resistance. Management must be aware of cultural differences in emotions and emotion norms, as outlined here, to improve the experience of employees of globalized service organizations.

The authors integrate social, occupational, and cultural theoretical perspectives of emotional display rules, and build on the small but growing research identifying variation in display rules by work target, specifically speaking to the globalized “service culture.”