Unit 3_CM410_Discussion response

13617Respond or elaborate on the response below:

I’ve never worked in a Fordist organization, but I’ve felt its shadow. The push for efficiency, the pressure to perform, and the silence around emotional exhaustion are everywhere. Fordism, with its obsession over productivity and rational control, may have revolutionized labor, but it also stripped work of its soul (Mumby & Kuhn, 2019). I crave meaning in my work, not just metrics. I want connection, not just compliance.

As a 27-year-old student juggling school, caregiving, and part-time work, emotional labor is my constant companion. I listen, I soothe, I show up with empathy even when I’m running on fumes. And yet, this labor is rarely named, let alone valued. Employers often expect emotional availability as part of the job, but Coombs (2007) reminds us that ethical responsibility must guide organizational behavior—especially in times of crisis.

The idea that “the customer is always right” feels like a betrayal. It silences workers and rewards entitlement. Hochschild (2012) argues that when emotions are commodified, workers risk losing touch with their authentic selves. I’ve seen that happen. I’ve felt it. Emotional labor shouldn’t be exploited—it should be honored. Because behind every smile is a person holding it all together.