rest ANPAD ~ Associagio Nacional de Pés-Graduagio e Pesquisa em Administragio 10 15 20 25 30 35 40 45 PROVA DE INGLES DIRECTIONS: In questions 52 to 58 you will be asked about the overall meaning and organization of ‘TEXT 1 as well as specific details or facts stated in it, Read TEXT 1 and alll the answer alternatives carefully. Choose the best possible answer on the basis of what is written in TEXT 1 TEXT 1 Introduction In most organizations, both leaders and followers are exposed to a variety of emotionally challenging events: accidents, broken equipment, interpersonal conflict, rude customers, shipping delays, defects, and a rapid work pace or slow sales can all create stress. Boredom can also be a problem, Under these frustrating circumstances, leaders may need to use emotional labour and regulation tactics to help them gain control of their own emotions. Leaders may also need to use emotional labour tacties to help them express the right emotions to their followers: when times are tough, followers need to have confidence in their leaders, and followers cannot feel confident if their leaders are expressing fear, anxiety, and other confidence-sapping emotions. Fven during good times, leaders may need to express enthusiasm to motivate their followers to achieve their full potential. Hochschild (1983, p. 7) defined emotional labour as the “management of feeling to create a publicly observable facial and bodily display.” Thus emotional labour tactics may help leaders both ‘manage their own emotions and control the emotions they portray to others. Leaders who effectively use emotional labour may be able to improve the moods, job attitudes, and performance of their followers. Research on emotional labour is booming. According to GoogleScholar, 12 800 journal articles have used the terms “emotional labour” or “emotional labor,” and over half of these have been published since 2006. Although recent theoretical articles maintain that leaders use emotional labour, almost all empirical research on emotional labour has focused on how service workers use emotional labour. This vacuum creates a great opportunity for leadership researchers. The focus on service workers is consistent with Hochschild’ (1983) original work on how service workers, such as airline stewards/stewardesses, are required to display certain emotions as part of their job duties. Although Hochschild referred to these organizational requirements as “feeling rules,” later scholars used the term “display rules” because organizations.can only regulate observable behaviour, not internal emotional states. For example; many restaurant and retail workers are supposed to provide “Service with a smile” to their customers. Hochschild described two ways in which service employees perform emotional labour: surface acting and deep acting. When employees use surface acting, they do not attempt to actually feel the emotions they are displaying to others. Thus, they may put on a fake smile. In contrast, when employees use deep acting, they first try to summon up the emotion they want to portray, and they then let the emotions they have clicited animate their outward emotional expressions. Employees who use this approach may try to put themselves in a happy, friendly mood by recalling pleasant experiences, Later scholars reasoned that a third form of emotional labour also exists (Ashforth & Humphrey, 1993). These researchers theorized that genuine, spontaneous, and natural emotional displays that comply with organizational display rules are also a form of emotional labour. Restaurant workers may sometimes enjoy causal comments with customers, and nurses may frequently respond with authentic feelings of sympathy to sick or injured children. This reasoning has been verified by later scholars such as Diefendorff, Croyle, and Gosserand (2005) whose empirical’studies found that the third form of emotional labour exists and that it is an effective form of emotional labour. Brotheridge and Grandey (2002) performed one of the few studies that examined how managers use emotional labour. They found that managers performed emotional labour as ofien as human service workers and sales/service workers. Their study indicates that emotional labour is an important part of what managers and other leaders do. Other researchers developed a theoretical examination of how leaders use emotional labour (Ashkanasy & Humphrey, 2011; Humphrey, 2008; Humphrey, Pollack, & Hawver, 2008). These scholars reasoned that leaders can use emotional labour tactics to help them manage their own moods and motivations. Leaders, just like their followers, are often exposed to a wide variety of stressful workplace events. Emotional labour tacties such as deep acting, along with other related emotion regulation methods, ‘may help leaders maintain a positive attitude. Equally important, leaders may use emotional labour tactics to improve the moods, morale, and motivation of their followers. Leaders may influence their subordinates’ ‘moods through a process of emotional contagion. Thus, leaders can use emotional labour to take control of their own emotions so they can express appropriate emotions to their followers, and through emotional contagion, the followers feel the leaders” emotions and may even pass on the emotions to other group members or to customers. Source: Humphrey, R. How do leaders use emotional labour? Journal of Organizational Behavior, v.33, p. 740-744, 2012. Edi¢ao de Junho de 2015, Prova de Ingles 17/26Eres) ANPAD ~ Associag Nacional de Pés-Graduacdo e Pesquisa em Administragao 52. By means of their emotional labour, leaders are expected to make followers A) fecl confident in them. B) havea rapid work pace, C)_ improve customers’ moods. D) gain facial and bodily control E) display interpersonai conflicts. 53. The definition of emotional labour A) involves public display of behaviour. B) cannot be found on GoogleScholar. C) is consistent with later definitions. D) can be applied to service employees only. E) has not been used by scholars since 2006. 2 54, Research tias investigated how using emotional labour A) employees can deal with customers. B) restaurant workers can regulate organizations. ©) employees can display rules to their followers. D) service workers can improve the moods of their leaders. B) retail workers can observe the behaviour of their clients, 55. According to research, A) acting may make workers recall pleasant experiences. B) deep acting is a more effective form of emotional labour. ©) surface acting is less genuine and natural than decp acting. D) employees who provide service with a fake smile are happy. E) motional labour may involve spontaneous display of emotions, 56. A so-called third form of emotional labour was A) motivated by Hochschild’s (1983) original definition. B) proposed as discussed in Ashforth & Humphrey (1993). C)_ empirically studied by Brotheridge and Grandey (2002). D) developed into a theory by Ashkanasy & Humphrey (2011). E) reasoned by authors such as Humphrey, Pollack & Hawver (2008). 57. Brotheridge and Grandey (2002) argue that leaders A) expose their followers to stressful workplace events. B) may be emotionally céntagioned by their subordinates. ©) use emotional labour with the same frequency as workers, D) influence customers more than managers and service workers. E) take more control of their emotions than other group members. 58. A research gap in the ficld of emotional labour studies is mentioned in the text in A) lines 10-12. B) lines 13-14, ©) ines 15-17. D) Tines 19-21 F) fines 35-37. Edigio de Junho de 2015, Prova de Inglés 18/2610 15 ANPAD ~ Associagio Nacional de Pés-Graduagio e Pesquisa em Administrago_ DIRECTIONS: In questions 59 to 61 you will be asked to determine the meaning of a word on the basis of both the context of TEXT 1 and your knowledge of word-formation in English. Choose the best possible word to replace the word in the stated line of TEXT 1. 59, BOOMING (line 13) 60. FAKE (line 24) 61. THUS (line 45) A) Reviving. A) cold. A) Differently. B) Prospering. B) friendly. B) Particularly. ©) Subsiding. ©) winning ©) Additionally. D) Fluctuating. D) simulated. . D) Successively. F) Decreasing B) confident. E) Consequently. DIRECTIONS: In questions 62 to 65 you will be asked about the overall meaning and organization of TEXT 2 as well as specific details or facts stated in it. Read TEXT 2 and all the answer alternatives carefally. Choose the best possible answer on the basis of what is written in TEXT 2. TEXT 2 Emotional labour Emotional labour was first defined by the noted sociologist Arlie Hochschild in her book, The Managed Heart: The Commercialization of Human Feeling, as “the management of feeling to create a publicly observable facial and bodily display.” It’s essentially putting on an act to affect the emotional state of others in a way that meets the expectations of an employer. Naturally, all employers expect their workers to obey company rules and procedures, but emotional, labour goes beyond simply following the rules, as it requires individuals to alter their personality into one that is company-approved, one that is often far different from their usual disposition, When a company-approved personality conflicts with one’s actual personality, a worker can easily be perceived as being inauthentic, and this inauthenticity has a way of invalidating the exchanges that take place between themselves and others. For example, a few months ago my debit card number was stolen and someone purchased $200 worth of merchandise at a Target in North Carolina. My bank notified me of this and directed. me to their claims department. The representative I spoke with was pleasant enough, but she kept saying, “I do apologize” over and over again. Now I knew that it was part of her job to act sympathetic, but the fact that she was so bad at it made dealing with her an annoyance. I could tell that she was not really sorry about what had happened to me, but really, why should she have been? Eventually I told her, “Look, I'm not going to get ‘mad or yell at you. You don’t need to keep apologizing.” To which she replied, “I do apologize.” The ‘experience was so aggravating that I almost didn’t care about getting my stolen money back so long as I could put an end to the conversation. Source: Schwartz, D. Emotional labour. Huffpost, 20 July 2012. Available at: -. ‘Access on: 15 May 2015. tusses emotional labour as a concept that ‘A)_ has been altered from its usual definition. B) meets the expectations of those who use it C)_ involves changes in employees’ dispositions. D) requires employers’ and companies’ approval. E) varies according to the definition of personality 63. From the text we learn that the author ‘A)_ was notified by someone in North Carolina. B) had his debit card number cancelled by his bank. ©) got annoyed by an apologetic Target representative. D) spoke to the claims department to have his money back. E) purchased $200 worth of merchandise a few months ago. Edigho de Junho de 2015 Prova de Inglés 19/26