Reacting to the demands of service work: emotional resistance in the Coaching Inn Company

Abstract

This paper discusses employee resistance to the emotional labour of face-to-face service work. It identifies a difficulty with the extension of the concept of resistance from the more traditional manufacturing industries to service work, asking how far apparently resistant behaviours can sensibly be conceptualised as a challenge to management control of the labour process. This difficulty is explored through a discussion of data drawn from ethnographic research into a chain of public houses. Various forms of resistant behaviour are identified, although the precise nature of this resistance is often blurred by the complex relations between employee, management and customer.