Affiliation:
1. Rotman School of Management, University of Toronto, Toronto, Ontario M5S 3E6, Canada;
2. Questrom School of Business, Boston University, Boston, Massachusetts 02215
Abstract
A key assumption in past literature has been that human services workers become emotionally distant from their charges (such as clients or patients). Such distancing is said to protect workers from the emotionally draining aspects of the job but creates challenges to feeling and behaving compassionately. Because little is known about when and how compassion occurs under these circumstances, we conducted a multiphased qualitative study of 119 correctional officers in the United States using interviews and observations. Officers’ accounts and our observations of their interactions with inmates included cruel, disciplinary, unemotional, and compassionate treatment. Such treatment varied by the situations that officers faced, and compassion was surprisingly common when inmates were misbehaving—challenging current understanding of the occurrence of compassion at work. Examining officers’ accounts more closely, we uncovered a novel way that we theorize human services workers can be compassionate, even under such difficult circumstances. We find that officers describe engaging in practices in which they (a) relate to others by leveling group-based differences between themselves and their charges and (b) engage in self-protection by shielding themselves from the negative emotions triggered by their charges. We posit that the combined use of such practices offsets different emotional tensions in the work, rather than only providing emotional distance, and in doing so, can foster compassionate treatment under some of the most trying situations and organizational barriers to compassion.
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management
Cited by
10 articles.
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