Workers may abide to the power of the company, though they usually maintain a strong interest in their employment. Thus, employees and employers, to certain degree, are interdependent. As such, the company cannot depend only on coercion or conformity to get good performance form employees, the company as well require to gain cooperation and consent from the employees.
Chase, et al., (2004) asserts that the issues of subjectivity are related to analysis of actual work practices where interactive services are involved. This is because companies' actively control employees' identities. Chase, et al., (2004) stresses the anguish felt by employees when an organization exploits their feelings and personalities. Nonetheless, Kerin, et al., (2003) notes that some employees accept the standardization to be applied to them. Accordingly, many workers try to construct certain interpretations of their duties that do not destroy their individual personalities. Indeed, Kerin, et al., (2003) as well notes that in some circumstances, service routines offers employees and customers with benefits that assist in their regular acquiescence. Nonetheless, according to Chase, et al., (2004) routinization of service work as well as standardization of personality is not caring, and employees and customers may fail to gain from these processes. He argues that these manipulations are usually invasive, humiliating and irritating for employees an at times for customers.
McDonald's workers working as cashiers, for instance, even though merely offering fractional service interaction, are supposed to have internal control by being jovial, pleasing, courteous and smiling to customers, not withstanding that some customers may be rude or insulting. This is applicable to each employee at the company and they are expected to extent this to fellow employees and the management.
Therefore, the significance of emotional work in interactive service place, as that found at McDonald's ought not to be undervalued. To achieve its goals, McDonald's has standardized its service interaction, and this exerts a cultural impact that goes beyond the company. The organizational control approach has a profound influence in the lives of the employees, making them to adopt instrumental position towards their individual personalities, and those of other people. In its financial reports, McDonald's management has stated that the importance of effective communication as a way of motivating employees. Accordingly, Kerin, et al., (2003) encourages managers to use and focus on achievement, growth, employee recognition and responsibility as key motivators. This could be done as 'recognizing employee of the month' 'cash bonuses, awards, and promotions. All these motivators are present at McDonald's as a way of encouraging its employees increase their performance.
As noted by Chase, et al., (2004) endeavoring for career advancement locks the loyalty of the managers and other employees into the company, it could provide a genuine opportunity for promotion which could be difficulty for those employees with poor qualifications or less experience. Managers are persuaded to overlook the significance of hygiene factors that includes pay and working conditions. At McDonald's, managers do not control these aspects because they are controlled by the system. Training at McDonald's emphasizes the idea that pay and working...
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