User talk:ARMiller017

I have evaluated the Wikipedia article over my favorite actor Tom Hanks. The article over Tom Hanks is written in a way that enlightens a reader that may have no knowledge of who this man is and can totally give you information about anything you may want to know within a reasonable sense. The article is broken down into categories including Early life and education, Career, Personal Life, Politics, Other activities, Legacy and impact, and finally Filmography. While many of the information written in this article I've already read or know from my previous interest in Tom Hanks but there was some information that was very new to me, so if it was new to me it will without a reasonable doubt inform anyone else reading this article over Tom Hanks.

Peer Review[edit]

Lead paragraph does include a useful definition and overview of the topic

Key Points: • Definition of term • Two types of representative bureaucracy (passive and active) • Some people support it and some are definitely against its practicality • Samuel Krislov published a book about the subject that is considered definitive

Core material seems to be covered though it could use some more information

References are provided and citations are used effectively

The topic is clear, however, I would suggest adding more about passive and active representative bureaucracy.

The contribution provides multiple points of view. I would suggest adding some more information to each perspective though.

Good job of not allowing the article to side with one stance or the other.References are provided throughout the document.

The article has plenty of references. They are scholarly and peer reviewed.The language used in most of the article is effective. I would look at the Importance section. It seems that section needs to be adjusted so it does not sound partial to one point of view.

There are several typos which need to be addressed throughout the article.

Simple English is used so it should be readable by anyone. — Preceding unsigned comment added by Zhorony (talk • contribs) 15:52, 28 April 2015 (UTC)[reply]

Welcome![edit]

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Bibliography Citations[edit]

Blaug, R., & Schwarzmental, J. (2001). Democracy: A Reader. New York, New York: Columbia University Press.

Breton, A. (2007). The economic theory of representative government. Chicago: Aldine Pub.

Niskanen, W. (1971). Bureaucracy and representative government. Chicago: Aldine, Atherton.

Manin, B. (1997). The principles of representative government. New York, New York: Press Syndicate of the University of Cambridge.

Mill, J. (1951). Utilitarianism, Liberty, and Representative government. New York: Dutton.

Sowa, J. E. and Selden, S. C. (2003), Administrative Discretion and Active Representation: An Expansion of the Theory of Representative Bureaucracy. Public Administration Review, 63: 700–710. doi: 10.1111/1540-6210.00333

John's Definition on Emotional Labor[edit]

Emotional Labor includes analysis and decision making in terms of the expression of emotion, whether actually felt or not, as well as its opposite: the suppression of emotions that are felt but not expressed. More specifically, emotional labor comes into play during communication between worker and citizen and it requires the rapid-fire execution of: - Emotive sensing, which means detecting the affective state of the other and using that information to array one's own alternatives in terms of how to respond - Analyzing one's own affective state and comparing it to that of the other - Judging how alternative responses will affect the other, then selecting the best alternative - Behaving, such that the worker suppresses or expresses an emotion-- in order to elicit a desired responses from the other. Service exchanges between workers and customers/citizens requires the worker to sense the appropriate right tone and medium for expressing a particular feeling, and then requires that worker to determine whether, when, and how to act. Emotional labor is a skill that for some must be learned and refined in order to execute exceptional job performance, and the different emotions expressed vary from occupation to occupation. Workers in Public Administration/Crisis Response preform emotional labor through a few distinct strategy's: Psychological First Aid, Compartments and Closets, Crazy Calm, Humor, and Common Sense.

Johnnyq79 (talk) 16:38, 13 November 2015 (UTC)John Quiser[reply]

Public Administration[edit]

The greatest amount of emotional work required between all levels of government is on the local level. It is at the level of cities and counties that the responsibility lies for day to day emergency preparedness, firefighters, law enforcement, public education, public health, and family and children's services. Citizens in a community expect the same level of satisfaction from their government, as they receive in a customer service oriented job. This takes a considerate amount of work for both employees and employers in the field of public administration. There are two comparisons that represent emotional labor within public administration, "Rational Work versus Emotion Work",and "Emotional Labor versus Emotional Intelligence".

Definition: Rational Work vs. Emotion Work[edit]

Public administration should not only focus on the business side of administration but also on the personal side as well. It is not just about collecting the water bill or land ordinances to construct a new property, it is also about the quality of life and sense of community that is allotted to them by there city officials. Rational work is the ability to thing cognitively and analytically, while emotion work means to think more practically and with more reason.

Emotional Labor vs. Emotional Intelligence[edit]

Knowing how to suppress and manage ones own feelings is known as emotional intelligence, the ability to control ones emotions and to be able to do this at a high level guarantees ones own ability to serve those in need. Emotional intelligence is performed while performing emotional labor, and without one the other can not be there.

Surface and Deep acting[edit]

Borrowing from Hochschild’s (1983) (1) original description of this emotion management process, researchers have focused on surface acting and deep acting as the primary strategies that employees use to regulate their emotions. Surface acting involves a “faking” process through which outward expressions are altered, yet internal feelings are left intact (Grandey et al., 2013) (2). Conversely, deep acting is an effortful process through which employees change their internal feelings to align with organizational expectations, producing more natural and genuine emotional displays (Grandey et al., 2013) (3). Although the underlying regulatory processes involved in each approach differ, the objective of both, is typically to show positive emotions, which are presumed to impact the feelings of customers and bottom-line outcomes (e.g., sales, positive recommendations, and repeat business; Pugh, 2001; Tsai, 2001) (4) (5). However, as previously mentioned, research generally has found surface acting to be more consistently problematic for employee well-being than deep acting (Grandey, 2003; (6) Hülsheger & Schewe, 2011). (7)

References: Hochschild, A. R. (1983). The managed heart: The commercialization of feeling. Berkeley, CA: University of California Press. (1)

Grandey, A., Diefendorff, J., & Rupp, D. (2013). Emotional labor: Overview of definitions, theories, and evidence. In A. A.Grandey, J. M.Diefendorff, & D.Rupp (Eds.),Emotional labor in the 21st century: Diverse Perspectives on emotion regulation at work (pp. 3–27). New York, NY: Routledge. (2) (3)

Tsai, W. C. (2001). Determinants and consequences of employee displayed positive emotions. Journal of Management, 27, 497–512. doi:10.1177/014920630102700406 (5)

Pugh, S. D., Diefendorff, J. M., & Moran, C. M. (2013). Emotional labor: Organization-level influences, strategies, and outcomes. In A. A.Grandey, J. M.Diefendorff, & D.Rupp (Eds.), Emotional labor in the 21st century: Diverse perspectives on emotion regulation at work (pp. 199–221). New York, NY: Routledge. (4)

Grandey, A. A. (2003). When “the show must go on”: Surface acting and deep acting as determinants of emotional exhaustion and peer-rated service delivery.Academy of Management Journal, 46, 86–96. doi:10.2307/30040678 (6)

Hülsheger, U. R., & Schewe, A. F. (2011). On the costs and benefits of emotional labor: A meta-analysis of three decades of research. Journal of Occupational Health Psychology, 16, 361–389. doi:10.1037/a0022876 (7) J r186 (talk) 16:34, 20 November 2015 (UTC)[reply]