Abstract
Organizations often dictate how their employees should behave through explicit rules and structures. In addition, sociologists and organizational theorists suggest that organizations invest energy, time, and money into creating a uniform mentality through selective hiring, formal meetings, and informal gatherings. Based on in‐depth interviews with seven frontline workers at a Canadian youth shelter, this article explores the concept of emotional labor by workers who struggle with their organization's culture and its demands on them. I suggest that the negative consequences of the demand for emotional labor can be mitigated when workers both identify positively with their work and have a strong sense of solidarity with their coworkers.
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