000			01771cam a2200301 4500500
005			20250121100944.0
041			_afre
042			_adc
100	1	0	_aBiaggi, Chloé _eauthor
245	0	0	_aNegotiating with trade unions: What emotional work for executives?
260			_c2023.
500			_a55
520			_aLike other managers, executives who manage ’labour relations’ – e.g. who manage collective bargaining meetings and, more broadly, relations with trade unions and employee representatives – present their action as fundamentally rational. However, the activity of steering labour relations raises strong emotional issues. Indeed, it implies engaging in face-to-face interactions, sometimes conflictual, with employees or trade unionists. Based on the study of the preparation of a downsizing by a team of managers and consultants, this article highlights the significant individual and collective emotional work to which this mission gives rise and examines the reasons for this. This collective work aims, through different discourses and practices, to help the managers who have to deal with the laid-off employees to ward off their fear, on the one hand, and to moderate their empathy and their possible feeling of guilt, on the other hand.
690			_aemotions
690			_aemotional work
690			_aconsultants
690			_anegotiation
690			_aconflict
690			_adownsizing
690			_aemotions
690			_aemotional work
690			_aconsultants
690			_anegotiation
690			_aconflict
690			_adownsizing
786	0		_nNégociations | o 39 | 1 | 2023-12-29 | p. 27-44 | 1780-9231
856	4	1	_uhttps://shs.cairn.info/journal-negociations-2023-1-page-27?lang=en&redirect-ssocas=7080
999			_c523688 _d523688