||Ashforth and Humphrey (1993)
||Morris and Feldman (1996)
|Model TypeManaging emotions has priority
||Model TypeManaging behavior is a priority
||Model TypeOrganizational and individual factors have priority
|DefinitionFeelings must be directed at the exhibition of physical and behavioral representations that can be observed by everyone.
||DefinitionIt is the process of discovering observable behaviors beyond managing employee emotions.
||DefinitionIt is the effort that the employees show in order to exhibit the emotions desired by the institution during the work.
||DefinitionIt is the effort that employees show their emotions in the process of regulation in order to behave in the way that their institutions want.
|Basic Dimensions· Surface Acting· Deep Acting
||Basic Dimensions· Surface Acting· Deep Acting· Genuine Acting
||Basic Dimensions· Frequency of showing emotions• Attention to the specified rules of emotional behavior• Variety of emotions to reflect• Emotional conflict
||Basic Dimensions· Surface Acting· Deep Acting
|General PropertiesWhile Emotional labor has positive results in terms of institutions are brought to the fore, negative consequences for the employees arise.
||General PropertiesEmotional labor is the management of feelings and can only cause positive or negative consequences (emotional contradiction) on employees.
||General PropertiesThere must be a certain level of effort for every kind of behavior exhibited. Individual and organizational factors are important for emotional labor.
||General PropertiesIt brings together all the other approaches and defines emotional labor as a process of emotional regulation.