Titlebook: Emotionalizing Organizations and Organizing Emotions; Barbara Sieben (Assistant Professor of Human Resou Book 2010 Palgrave Macmillan, a d

CLEAR

From Bureaucratic Agencies to Modern Service Providers: The Emotional Consequences of the Reformationistrative structures that were seen as ineffective and bureaucratic; new service-oriented administrations were to be established instead. Like other institutions in the public sector, the German Federal Employment Agency (FEA, .) was modernized along the lines of New Public Management. Our question

ovation

Learning by Listening: Emotional Reflexivity and Organizational Change in Childcareer or not the implementation process will be successful (Ashford 1988; George/Jones 2001). In response, many organizations are taking an active role in managing the emotions associated with such change (e.g. Garrety et al. 2003). Where the kind of change proposed requires a fundamental shift from em

污穢

lattice

饑荒

Beyond Scripts and Rules: Emotion, Fantasy and Care in Contemporary Service Workanizations has therefore radically reshaped the nature of contemporary work, the more so as different parties of the triad are frequently found to swap masks and adopt each other’s positions. Just like the worker, the manager is an employee of the organization. The manager becomes a worker in her de

DECRY

Emotions in the Hiring Procedure: How ‘Gut Feelings’ Rationalize Personnel Selection Decisionsudge job candidates’ self-presentation. Jenkins (1986: 61f.) goes beyond this restriction to job interviews and assumes that emotion-based judgements are crucial for decision-making in all contexts of the hiring process. Likewise, Eymard-Duvernay and Marchai (1997: 145ff.), in their talks with recru