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HR I get, but Marketing is emotional labor? Not following that at all. All departments have their element of emotional labor, but in my mind it's something th

HR I get, but Marketing is emotional labor? Not following that at all. All departments have their element of emotional labor, but in my mind it's something that will mostly be absorbed by management in a healthy organization. Maybe I just don't understand the term though.

mlthoughts2018 8y ago
It is not referring to the external artifacts of a marketing strategy, like ad purchases or the design of packaging or something. It's talking about the internal "PR" role that marketing plays in its interface between management and the employees. Think about the huge product launch events that big tech companies produce. It's as much about creating external publicity or buzz as it is about generating conformity among the staff in terms of what the company line is going to be. As a result, it also boils down to a lot of emotional labor on behalf of PR staff "selling" the vision of the management to the rest of the staff, despite the fact that management's "vision" will be represented with vague, imprecise symbols that allow management to later on morph things around in whatever way suits them. Incidentally, I think it's also the biggest reason why internal prediction markets are not adopted. Despite evidence that they improve product delivery metrics and tangible financial metrics of project success, it makes the evaluation of project success so quantitative that managers lose their ability to manipulate, tell stories, argue for bonuses, argue that they were stopped by internal politics, etc. etc. Telling those stories is so valuable to middle and upper management that it is worth more than increased raw success of the company overall. Essentially, they want the company overall to be slightly worse off if it gives them manipulable tactics for entrenching their personal job security or bonus or whatever.

mlthoughts2018 8y ago

It is not referring to the external artifacts of a marketing strategy, like ad purchases or the design of packaging or something. It's talking about the internal "PR" role that marketing plays in its interface between management and the employees. Think about the huge product launch events that big tech companies produce. It's as much about creating external publicity or buzz as it is about generating conformity among the staff in terms of what the company line is going to be. As a result, it also boils down to a lot of emotional labor on behalf of PR staff "selling" the vision of the management to the rest of the staff, despite the fact that management's "vision" will be represented with vague, imprecise symbols that allow management to later on morph things around in whatever way suits them. Incidentally, I think it's also the biggest reason why internal prediction markets are not adopted. Despite evidence that they improve product delivery metrics and tangible financial metrics of project success, it makes the evaluation of project success so quantitative that managers lose their ability to manipulate, tell stories, argue for bonuses, argue that they were stopped by internal politics, etc. etc. Telling those stories is so valuable to middle and upper management that it is worth more than increased raw success of the company overall. Essentially, they want the company overall to be slightly worse off if it gives them manipulable tactics for entrenching their personal job security or bonus or whatever.