Emotional Labor in Social Work Teams: HR Guidance for Handling Employee Welfare

Introduction

Emotional labor or the act of controlling emotions to appeal to professional expectations is a key component of social work and a developing concern in HRM. Staff performance, retention, and wellbeing within child and family social work teams are significantly affected by emotional labor, as identified by Carder and Cook (2025). By better understanding these emotional demands, supportive cultures that enhance resilience, reduce burnout, and increase employee engagement can be developed by HR directors (Hochschild, 1983). For the jobs that are emotionally demanding will need a shift in HR practices to create an positive improvement in emotional well-beign (Grandey et al., 2013).

1. The Need for Emotional Labor in the Workplace


Despite disturbing incidents, emotions are often suppressed by social workers to maintain the appearance of being capable and in control. Drawing on the work of emotional expectations by HR experts in high-stress contexts (Carder and Cook, 2025) that such emotional performances meet organizational display rules. Professionalism can be enhanced by this juggling, but if unregulated, exhaustion and job dissatisfaction of employees may be led to (Ravalier et al., 2021). To avert disengagement and turnover, early recognition of emotional responsibilities is needed by HR.

 

2. Teams' Function in Emotional Control

 
Teams are emotional "safe havens." The use of empathy, humor, and reflection helps the group survive. It is important, however, for it to be recognized by HR that teams have the potential to turn into emotionally unstable contexts of use if vulnerability is disallowed or positiveness is demanded of members. Understanding both pressure and support are crucial in HR interventions within teams (Korczynski, 2003). By promoting openness and psychological safety, emotions are able to be handled healthily by workers.

 

3. Consequences for Human Resources Practice

This ethnography can be used to teach HR professionals how to create positive workplace cultures. Reflective sessions, supervision, and inclusive team-building are examples of structured emotional support which can prevent burnout and maintain psychological safety. To maintain morale and retention, it is necessary for managers to be trained as "emotional leaders" who balance empathy and performance expectations (Cook et al., 2020). As such, instead of making emotional well-being a second-class concern, it needs to be perceived by HR as integral to corporate strategy.

 

 

In conclusion

It is reinforced by this study, from an HR perspective, that emotional labor is an occupational fact rather than a problem of social work. I feel that emotional literacy - including psychological safety, empathy, and introspection - should be one of the high-priority leadership competencies that should be nurtured by HR in routine work. Better corporate culture and team performance are cultivated by effectively identifying and handling emotional labor, and workplaces are made resilient, human, and purpose-driven.

 

 

 

References

Carder, S., & Cook, L. L. (2025). Emotional labour in child and family social work teams: A hybrid ethnography. Journal of Social Work Practice, 39(1), 53–67.

Cook, L. L., Zschomler, D., Biggart, L., & Carder, S. (2020). Remote working and resilience among child and family social workers during COVID-19. Journal of Children’s Services, 15(4), 259–266.

Grandey, A. A., Diefendorff, J. M., & Rupp, D. E. (2013). Emotional Labor in the 21st Century. Routledge.

Hochschild, A. R. (1983). The Managed Heart: Commercialization of Human Feeling. University of California Press.

Korczynski, M. (2003). Communities of coping: Collective emotional labour in service work. Organization, 10(1), 55–79.

 Ravalier, J., Wainwright, E., Clabburn, O., Loon, M., & Smyth, N. (2021). Working conditions and wellbeing in UK social workers. British Journal of Social Work, 21(5), 1105–1123.

Workplace Loneliness: The Unspoken HR Problem

 

Introduction

Loneliness in the workplace has evolved into a serious problem for HR: employee engagement, productivity, and well-being are directly impinged upon. Loneliness is experienced by more than one billion people in the world, and the issue is exacerbated by modern companies forcing employees to work remotely, becoming overly reliant on technology, and encouraging social isolation (McCarthy et al., 2025). Social connection is now required to be given the same attention as physical and mental health by HR professionals in order to protect corporate productivity and employee satisfaction (Cacioppo & Cacioppo, 2018).

1. Recognizing Loneliness at Work

Loneliness is a perceived discrepancy between intended and real social interactions at work(Peplau & Perlman, 1982). It is more than merely being alone; it is feeling isolated and emotionally disconnected from others, even among coworkers. The major causes of loneliness are found by research to be non-inclusive culture, poor communication, and working remotely(McCarthy et al., 2025).

2. The Function of HR in Intervention and Prevention
Connectedness-related interventions can be fostered by HR professionals to join the battle against loneliness. An atmosphere of belonging can be built by encouraging team-based activities, candid free-flow of information, and mentorship programs. Employees may feel valued and cared for through interventions such as psychological safety and flexible working hours (Lawler, 2001; Ozcelik & Barsade, 2018).

3. Impact on Organizations

As per McCarthy et al. (2025), productivity is decreased and disengagement is led to by loneliness, while turnover ratios are increased. Teamwork, innovation, and morale are affected on a human-resource level by this. A culture that empathizes with and welcomes others can be provided by offering emotional intelligence and social connection in leadership development—key treatment options for workplace loneliness.


Conclusion

From the HR perspective, core values at both the organizational and social levels are contributed to by loneliness management. To me, emotionally intelligent workplaces can only be created when trust, inclusivity, and collaboration thrive, all of which depend on how strategically loneliness is handled by HR. The true value of HR in a technologically driven age is in the reestablishment of the "human" link inside HR.

References

• Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529.
• Lawler, E. J. (2001). An affect theory of social exchange. American Journal of Sociology, 107(2), 321–352.
• McCarthy, J. M., Erdogan, B., Bauer, T. N., Kudret, S., & Campion, E. (2025). All the Lonely People: An Integrated Review and Research Agenda on Work and Loneliness. Journal of Management.
• Ozcelik, H., & Barsade, S. G. (2018). No employee an island: Workplace loneliness and job performance. Academy of Management Journal, 61(6), 2343–2366.
• Peplau, L. A., & Perlman, D. (1982). Perspectives on loneliness. In L. A. Peplau & D. Perlman (Eds.), Loneliness: A sourcebook of current theory, research and therapy (pp. 1–18). Wiley.

Support for Early Pregnancy Loss at Work: An HR Viewpoint

Introduction

Pregnancy loss prior to viability is a sensitive issue and significantly influences the emotional and physical conditions of workers. The role of HR specialists becomes vital in supporting the affected workers as reproductive years run parallel to working life. Workplace rules often fail to address early pregnancy loss adequately, imposing practical and emotional challenges on workers (Kelly-Harrington et al., 2025). Understanding and developing supportive HR policies can help firms promote diversity, empathy, and the well-being of employees.

1. Workplace Policy Gaps

A study indicated that formal rules on the matter are not had by most organizations, although limited mourning leave in case of pregnancy loss is provided to employees by a few countries like Australia and New Zealand (Kelly-Harrington et al., 2025). Many employees often use sick or annual leaves, which trivializes their experience and inhibits open conversation. Formal rules on leave that will recognize early pregnancy loss as one of the legitimate reasons for taking paid time off should be advocated for by HR.

2. The Value of Peer and Managerial Support

It was also indicated that informal encouragement from supervisors and coworkers tended to have a significant positive impact. However, many employees are hesitant to report their loss for fear of stigma or career implications. (Meunier et al., 2023) A psychologically safe workplace can be created by training HR on confidentiality and empathetic communication.

3. Psychological and Emotional Support

The review stresses that workload flexibility, Employee Assistance Programs, and counseling services should be included in emotional well-being programs(Miller & Suff, 2022). Such services can be integrated within the wellness programs by human resource departments to help employees recover and return to work with ease.

Conclusion

From an HR perspective, early pregnancy loss is considered in the creation of a compassionate workplace. Affected employees need to be cared for by HR, which needs to have a focus on compassionate leadership, flexible policies, and open communication. Trust and emotional safety that help the culture of an organization grow are created by such policies that go beyond compliance. With time, employee morale, retention, and overall productivity are fostered by investment in inclusive well-being policies while healing is helped in the process.

References

Kelly-Harrington, R., Leitao, S., O’Donoghue, K., et al. (2025). Workplace supports for early pregnancy loss: A scoping review of international literature. Work: A Journal of Prevention, Assessment and Rehabilitation, 81(1), 2021–2047.

Meunier, S., et al. (2023). Perinatal loss and return to work experiences. Journal of Workplace Mental Health, 34(2), 56–68.

Miller, J., & Suff, R. (2022). Workplace support for employees experiencing pregnancy or baby loss. UK Workplace Survey Report.

The Emergence of Boomerang Workers: A Novel Viewpoint on HR Mobility

Introduction

Boomerang employment has emerged as one of the main workforce trends to emerge in contemporary HR, where an organization is left by employees and then come back to it. The phenomenon of about 28% of U.S. hires being rehired is indicative of dynamic career transitions and changing employee values (Klotz et al., 2023). By encouraging HR professionals to see departures as possible future returns rather than irreversible losses, the idea is questioned by conventional turnover thinking(Nair, 2024).

 

1. Comprehending Boomerang Mobility

Workers of an organization, Organization A, are said to be in "boomerang employment" when moving to another organization, Organization B, and returning to Organization A. The push-pull factors that influence the process include career growth, discontent, or better chances elsewhere (Akkermans et al., 2024). With this knowledge, redesigning of leaving procedures can be accomplished by the HR specialist while maintaining good relations with former workers (Sullivan & Al Ariss, 2021).

2. Psychological Mechanisms and HR Implications 


Employees' decisions to return often emerge from comparing past and current job experiences. For example, it may be found by some workers that "the grass is not greener" somewhere else and thus rejoining of their former employer is done (Maier et al., 2021). This can thus be used to advantage by HR leaders by offering open alumni networks and ensuring gracious exits for possible re-hires (König et al., 2022).

3. Advantages for Companies and Workers

A number of HR advantages are held by boomerang workers, such as reduced training costs, faster adaptation, and higher engagement due to cultural familiarity (Keller et al., 2021). Career development and job satisfaction will be enhanced for an employee upon returning because a new comprehension of company values will be had by them (Snyder et al., 2021).

In conclusion

Boomerang employment should be seen as a planned cycle of talent mobility from the HR perspective rather than as any form of loss. A future asset can be served by past employees by building proper offboarding procedures, alumni networks, and a great employer brand. To ensure the doors of organizations remain open for returning talents, HR must shift their thinking from "retention only" to "relationship continuity."

References

Akkermans, J., Sullivan, S. E., & Al Ariss, A. (2024). Career transitions and self-regulation.

Dlouhy, K., Froidevaux, A., & Akkermans, J. (2025). Navigating the boomerang mobility process: A conceptual framework and agenda for future research. Applied Psychology, 74(2).

Klotz, A., et al. (2023). Trends in boomerang employment.

König, C. J., et al. (2022). Respectful exits and employee attachment.

Maier, C., Laumer, S., & Joseph, D. (2021). IT professionals and boomerang transitions.

Snyder, D. G., et al. (2021). Job satisfaction among returning employees.

The Future of Human Resource Management Will Be Transformed by Generative AI

 

Introduction

HRM is being shifted in entirely new directions of how firms recruit, train, and manage their employees by GenAI. While ethical and cultural concerns are created by it, both disruptive and revolutionary is GenAI considered by scholars and HR practitioners due to its efficiency, personalization, and data-driven decision-making (Nyberg et al., 2025; Budhwar et al., 2023; Cappelli & Rogovsky, 2023). Strategic, moral, and learning approaches are required by HR professionals for its adoption in order to keep the workplaces human-centered.

1. HR Function Disruption and Transformation

Recruitment, training, and performance management have all been transformed by GenAI. Predictive analytics to predict performance issues and turnover is enabled by it, resume screening is automated, and learning paths are tailored (Nyberg et al., 2025).  However, the ethical use needs to be controlled by HR directors, ensuring transparency and fairness. In reality, much more is focused by GenAI on augmenting human capability rather than replacing human jobs and hence continuous development of new skills and the ability to adapt to changing digital tasks is required. 

2. Using Data to Gain a Competitive Edge

Data analysis is enhanced by GenAI to facilitate better decision-making, and an important tool in HR is becoming data. Appropriate talent plans can be made by the HR function by converting unstructured data into valuable insights (Ulrich, referenced in Nyberg et al., 2025). two critical areas are data governance and ethics. How well the balance of the deployment of advanced analytics with employee trust and privacy protection is maintained by HR will determine how well GenAI is deployed.

 

3. Adoption and Ethical Challenges

The main causes of resistance to the adoption of AI are employee mistrust, fear of losing their jobs, and concerns about privacy (Colquitt, Hill & De Cremer, 2023).Ethical transgressions, such as prejudice in AI choices or improper use of data, potentially threaten organizational justice. Guiding principles for responsibility, openness, and inclusivity must be balanced with ethics by HR. A long-lasting GenAI-driven HR environment must be built through ethical leadership and responsible experimentation.

Conclusion

In my view, the future of HR is a delicate balance between technology and people. Empathy and moral judgment should be enhanced by GenAI, not replaced. Fairness in all people processes, digital preparedness, and responsible use of AI are the key pillars that need to be aimed at by us as HR professionals. Careful shaping is needed for GenAI so that benefits are accrued to people, culture, and organizational performance rather than being feared.

References

Nyberg, A. J., Schleicher, D. J., Bell, B. S., Boon, C., Cappelli, P., Collings, D. G., et al. (2025). A Brave New World of Human Resources Research: Navigating Perils and Identifying Grand Challenges of the GenAI Revolution. Journal of Management, 51(6), 2677–2718.

Budhwar, P., Chowdhury, S., & Ployhart, R. (2023). Artificial Intelligence in HRM: Opportunities and Challenges.

Cappelli, P., & Rogovsky, N. (2023). AI and the Changing Role of Work.

Colquitt, J., Hill, A., & De Cremer, D. (2023). Organizational Justice in the Age of AI.

 

Knowing How to Draw in and Keep Generation Z Workers

 

Introduction

Attracting and retaining Generation Z talents has become the leading priority in contemporary human resources management. Generation Z, also referred to as "digital natives," brings new perspectives, technical expertise, and a requirement for flexibility and significance in their work provided by an organization(Blacksmith and Poeppelman, 2014). This, in turn, requires organizations to rethink their practices toward stimulating innovation, effective communication, and meaningful work experiences (Sunderberg, 2014). HR managers are called upon today to balance corporate needs with the values of Generation Z in order to sustain employee engagement(Osoian and Zaharie, 2014).

1. Generation Z's Character

Generation Z employees are tech-savvy, digitally connected, and driven by self-expression and social connection (McCrindle, 2015). They were born after the mid-1990s, emphasizing creativity in the workplace, work-life balance, and uniqueness. Contrary to former generations, they prefer short-term commitments and seek jobs that promote their creativity and personal growth (Mueller, 2015).

2. Gen Z Attraction Techniques

Social media advertising, employee referrals, and interactive events are the recruitment method that attracts Generation Z (Reichard et al., 2014). Young applicants have been able to be connected with by companies like Evolution Gaming through social media platforms like Facebook, YouTube, and Instagram. For employer branding, transparency, authenticity, and the use of digital media must be ensured by HR (Mason, 2014).

3. Motivation and Retention

Personal growth, flexibility, and acknowledgment are the major vectors of retention among Gen Z. Perks also play a significant role: paid time off, health insurance, and gym memberships. But intrinsic motivators stand at the heart of it, and those are learning, creativity, and invention. Regular engagement, trust building, and customized development programs will help to cultivate loyalty and reduce attrition among Gen Z employees.

 

Conclusion

To the HR point of view, Generation Z is both a challenge and an opportunity. Due to their dynamism, leadership, culture, and employee engagement strategies will always need to adjust. Conventional hiring should not just be stuck with by HR but a flexible, meaningful workplace that also meets the aims of the generation should be created. By doing so, young people can be retained by companies while an innovative, inclusive culture for the future is being built up.

 

References

Blacksmith, N. & Poeppelman, T. (2014) Three Ways Social Media and Technology Have Changed Recruitment.

Mason, H. (2014) Attracting Candidates.

McCrindle, M. (2015) Generation Z Digital.

Mueller, J. (2015) Generation Z Characteristics.

Reichard, C., Siegel, J. & Wagner, D. (2014) Human Resource Management.

Sunderberg, J. (2014) How LinkedIn Has Changed Recruitment in the UK.

Osoian, C. & Zaharie, M. (2014) Recruitment for Competencies in Public and Private Sectors.

HR's Contribution to the Development of LGBTQ-Friendly Workplaces

 

 

Introduction

Despite protective laws, harassment and discrimination against LGBTQ individuals still occur in contemporary companies that aim to foster an inclusive work environment. Evidence indicates that such experiences increase turnover and have adverse implications for productivity and well-being among employees. By implementing inclusive policies and training, according to Badgett et al. (2013), a major role in mitigating bias, building inclusive cultures, and ensuring equity is played by HR professionals. With the right HR solutions in place, genuine diversity can be achieved in workplaces.

Discrimination at Work and Its Effects

Work discrimination is disproportionately experienced by TNB employees, according to research by the Williams Institute, as it was reported by 47% of LGBTQ employees that they had experienced it. These include verbal or sexual harassment, unjust terminations, and rejections for promotions. Reduced engagement and job happiness are resulted from such experiences, creating serious HR problems in morale and retention.

(One could argue this, but it is still not considered professional.)
.

Identity Theft and "Covering" Actions

"Covering" describes how over half of the LGBTQ employees conceal their identity or modify their behavior to avoid harassment (Yoshino, 2001). It should be recognized by HR departments that such actions dampen the ability of employees to be creative and genuine in their thoughts and actions. Such behaviors are based on the fear of persecution for being different. All employees can be made to feel safe to be who they are through allyship programs and inclusive training.

The Function of HR in Developing Policies and Cultures

In this way, an inclusive environment will be helped in being created by HR directors by providing gender-neutral facilities, anti-discrimination policies, and awareness programs. A just organization is also given rise to through sensitivity training via equitable benefits and turnover rates are reduced. Inclusion is a business and moral necessity that is generated by better organizational cultures; it is more than mere compliance. 

Conclusion

Everyone has the right to be able to express freely who they are at work without fear. As workplaces become increasingly international in Sri Lanka, inclusivity of everyone, including sexual minorities or LGBTQ people, must be advocated for by HR. Only respect, solidarity, and creativity are fostered by the acknowledgment of multiple identities. Authenticity is not about merely equality being adopted; it is a matter concerning humanity. Workplaces can be created in Sri Lanka by companies where everyone actually belongs by fostering such a culture of inclusion.

 

ReferencesBadgett, M. V. L., Sears, B., & Mallory, C. (2013). The Business Impact of LGBT-Supportive Workplace Policies. Williams Institute.

Mallory, C., & Sears, B. (2020). LGBTQ Discrimination, Subnational Public Policy, and Law in the United States. Oxford Research Encyclopedia of Politics.

Sears, B., Castleberry, N., Lin, A., & Mallory, C. (2024). LGBTQ People’s Experiences of Workplace Discrimination and Harassment 2023. UCLA Williams Institute.

Yoshino, K. (2001). Covering. Yale Law Journal, 111(4), 769–939.