Communication Rules for the Display of Emotions in Organizational Settings

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The Socialization of Emotion: Learning Emotion Management at the Fire Station (2005, background): “While emotion labor may have negative consequences for members (Fineman, 2000; Hochschild, 1983; Meyerson, 2000; Tracy, 2000; Waldron, 1994), this study provides further evidence for organizational communication practice (Conrad & Witte, 1994; Kramer & Hess, 2002).”
THE IMPACT OF DISPLAY RULES AND EMOTIONAL LABOR ON PSYCHOLOGICAL WELL-BEING AT WORK (2003, background): “In their insightful review, Kruml and Geddes (2000b) describe a common misinterpretation of Hochschild’s (1983) work.”
Crossing the line(s): A dual threshold model of anger in organizations (2007, background): “…are influenced by the social context in which they operate—namely, the cultural norms, values, and emotion display rules (Ekman & Friesen, 1971; Kramer & Hess, 2002; Rafaeli & Sutton, 1989) that help individuals determine whether or not anger should be expressed and what constitutes an…”
Beyond negotiated outcomes: The hidden costs of anger expression in dyadic negotiation (2012, background): “Anger expression is frequently perceived as a sign of aggression, incivility, and interpersonal hostility that is inappropriate in most work contexts (Geddes & Callister, 2007; Glomb, 2002; Kramer & Hess, 2002).”