New Horizons in Management series
Edited by Neal M. Ashkanasy and Cary L. Cooper
Neal M. Ashkanasy and Cary L. Cooper Studs Terkel (1974), in introducing his acclaimed book, Working: People Talk about What They Do All Day and How They Feel about What They Do, after interviewing hundreds of American workers about their job, suggested: Work is by its very nature, about violence, to the spirit as well as to the body. It is about ulcers, as well as accidents, about shouting matches as well as ﬁstﬁghts, about nervous breakdowns as well as kicking the dog around. It is, above all (or beneath all), about daily humiliations. To survive the day is triumph enough for the walking wounded among the great many of us. (p. xi) Although this is ostensibly a rather bleak view of work and organizational life, it highlights the fact that emotions in most organizations and workplaces run high. And the ﬁeld of emotions at work is now a serious topic of concern. Recently, for example, Weiss and Brief (2001) provided a historical account of what they termed ‘aﬀect at work’, highlighting that the precursor to this ﬁeld of study, in the form of job satisfaction research, had already by 1996 seen the publication of more than 12 400 studies (Spector, 1996). Weiss and Brief then guide us through the various theories and paradigms from the 1930s and onwards from Rexford Hersey (Hersey, 1932) to Weitz (l952) to Herzberg et al. (l959) to Goleman (1998) and beyond. This is one of the fastest-growing areas of research in organizational...