What Library Managers Should Know about Emotional Labor

Abstract

This article presents emotional labor in a library context and offers library managers strategies to minimize the negative effects of emotional labor on both staff and users. The components of emotional labor are explained and a framework of response levels is presented with strategies targeted to each response level: incident, training, supervision, human resources, and organizational culture. The strategies offer library managers some ideas for effectively managing emotional labor in their organizations. Understanding the effects of emotional labor and developing the tools that can offset potential negative outcomes can create a more positive work climate and better customer service.

KEYWORDS:

• emotional labor
• work in libraries
• training
• improvement of library services
• work climate
• customer service climate
• service climate

Additional information

Notes on contributors

Miriam L. Matteson

Miriam L. Matteson is an assistant professor at Kent State University School of Library and Information Science. Her research areas include emotional labor, emotional intelligence, and small-group communication. She teaches library management, reference services, and academic librarianship.

Shelly S. Miller

Shelly S. Miller is the continuing educator coordinator at Ohionet and an adjunct instructor at Kent State University School of Library and Information Science. Her professional areas of interest include the provision of reference and instruction services and user engagement and outreach.