Tag Archives: Patricia Hewlin

Consequences of “Facades of Conformity”

Patricia Hewlin

Patricia Hewlin

Employees, especially minority group members, adopt Façades of conformity (FOC) when they “act as if” they embrace an organization’s values to remain employed or to succeed in that organization, found Georgetown University’s Patricia Hewlin.

Facades of Conformity can lead to employees developing “rationalizations” that enable them to carry out distasteful or even assignments, found University of Alberta’s Flora Stormer and Kay Devine of Athabasca University.

Jerome Kerviel

Jerome Kerviel

This may explain Jerome Kerviels experience at Societe General.
He was branded as a “rogue trader,” though he seemed not to personally benefit from unauthorized trades.

He and others explained his motivation to please his managers and to earn a bonus based on his trades, in the context of his “outsider status” as someone who had not attended elite universities and was not considered a “star.”

-*In what organizational contexts have you observed “Facades of Conformity” and their consequences?

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Facades of Conformity and Surface Acting: Stress for Women, Minorities

David Wagner

David Wagner

When employees mask their true feelings in work situations, they may engage in “surface acting” — or displaying appropriate, but unfelt facial expressions, verbal interactions, and body language.

Christopher Barnes

Christopher Barnes

Surface acting at work was associated with emotional exhaustion, work-to-family conflict, and insomnia outside of work for more than 70 volunteers in a high stress public service occupation, according to Singapore Management University’s David T. Wagner, Christopher M. Barnes of University of Washington and Brent A. Scott of Michigan State University.

Arlie Hochschild

Arlie Hochschild

Emotional labor” is Arlie Hochshild’s earlier term for “surface acting” in customer service interactions, in which employees present prescribed verbalizations and emotions, even when they are not genuinely felt.

She contrasted “surface acting” with “deep acting” in which the person:

  • Exhibits the emotion actually felt,
  •                              Uses past emotional experiences to elicit real emotion and empathic connection with others, in a form of “organizational method acting.
Christina Maslach

Christina Maslach

Surface acting can lead to occupational “burnout,” characterized by emotional exhaustion and detachment from others and reduced workplace performance, noted University of California Berkeley’s Christina Maslach and Susan Jackson.

In addition, Recipients of “surface acting” usually detect that it’s an inauthentic display, according to University of Tampere Veikko Surakka and Jari K Hietanen of University of Helsinki.

Celeste Brotheridge

Celeste Brotheridge

By contrast, deep acting has been associated with a greater sense of personal accomplishment in research by University of Regina’s Celeste Brotheridge and Alicia Grandey of Penn State.

Patricia Hewlin

Patricia Hewlin

Surface Acting can also take a toll, resulting in generalized stress and reduced quality of life outside of work, according to Georgetown’s Patricia Hewlin, and supported by separate findings by University of Lethbridge’s Karen H. Hunter, Andrew A. Luchak of University of Alberta and Athabasca University’s Kay Devine.

They identified stress-inducing behaviors including:

Even people not performing customer-facing roles may encounter situations in which they must behave in “appropriate” ways inconsistent with their true feelings, and experience similar stress spillover from “surface acting” at work.

-*How do you prevent “burnout” when workplace settings seem to require “surface acting”?

-*In what organizational contexts have you observed “Facades of Conformity” and their consequences?

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“Surface Acting” At Work Leads to Stress Spillover

David Wagner

David Wagner

Employers, employees, and benefits providers recognize that experiences at work can affect employees’ quality of life outside of work, leading to increasing availability of work-life programs including Employee Assistance Programs, on-site medical centers, concierges, meals, and fitness centers in the US.

Christopher Barnes

Christopher Barnes

When employees mask their true feelings in work situations, they may engage in “surface acting” — or displaying appropriate, but unfelt facial expressions, verbal interactions, and body language.

Brent Scott

Brent Scott

Surface acting at work was associated with emotional exhaustion, work-to-family conflict, and insomnia outside of work for more than 70 volunteers in a high stress public service occupation, according to Singapore Management University’s David T. Wagner, Christopher M. Barnes of University of Washington and Brent A. Scott of Michigan State University.

Arlie Hochschild

Arlie Hochschild

Emotional labor” is Arlie Hochshild’s earlier term for “surface acting” in customer service interactions, in which employees present prescribed verbalizations and emotions, even when they are not genuinely felt.

She contrasted “surface acting” with “deep acting” in which the person:

  • Exhibits the emotion actually felt
  • Uses past emotional experiences to elicit real emotion and empathic connection with others, in a form of “organizational method acting.
Christina Maslach

Christina Maslach

Surface acting can lead to occupational “burnout,” characterized by emotional exhaustion and detachment from others and reduced workplace performance, noted University of California Berkeley’s Christina Maslach and Susan Jackson.

Céleste Brotheridge

Céleste Brotheridge

In contrast, high emotional labor via deep acting has been associated with a greater sense of personal accomplishment in research by University of Regina’s Celeste Brotheridge and Alicia Grandey of Penn State.

Veikko Surakka

Veikko Surakka

Recipients of “surface acting” are usually adept at detecting that it’s an inauthentic display, according to University of Tampere Veikko Surakka and Jari K Hietanen of University of Helsinki.

Patricia Hewlin

Patricia Hewlin

Related experiences can also take a toll, resulting in generalized stress and reduced quality of life outside of work, according to Georgetown’s Patricia Hewlin as well as to University of Lethbridge’s Karen H. Hunter, Andrew A. Luchak of University of Alberta and Athabasca University’s Kay Devine.

They identified stress-inducing behaviors including:

Kay Devine

Kay Devine

  • Impression management, characterized by ingratiating behaviors in two-person relationships.
    Terence Mitchell

    Terence Mitchell

    In the workplace, these can influence career outcomes, according to Georgia Tech’s Robert C. Liden and Terence R. Mitchell of University of Washington

Leon Festinger

Leon Festinger

Even people not performing customer-facing roles may encounter situations in which they must behave in “appropriate” ways inconsistent with their true feelings, and experience similar stress spillover from “surface acting” at work.

-*How do you prevent “burnout” when workplace settings seem to require “surface acting”?

Follow-share-like www.kathrynwelds.com and @kathrynwelds


RELATED POSTS:

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Blog – Kathryn Welds | Curated Research and Commentary  
Google+
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)
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©Kathryn Welds