Organizational life evokes joy, hate, anger, despair, curiosity, and esteem, yet as far as management is concerned, emotions are disruptive, dysfunctional, and derailing. In spite of managerial reluctance to embrace the emotional self as a relevant aspect of the worker, emotion makes everyone human, and organizations weigh on workers' emotional health. Work life is emotion laden, and emotional expression has become more accepted in U.S. organizations with the popularity of emotional intelligence as a core interpersonal competency. The premise of emotional intelligence is that IQ comprises only a small portion of intelligence and that the ability to identify and manage one's emotions, and anticipate those of others, is a key interpersonal competency. Although many organizations are jumping on the emotion bandwagon, workplace educators have a responsibility to examine emotional education and learning critically. This article examines learning and emotion at work and how emotional intelligence and emotion work affect well-being, identity development, and power relations. It also considers how human resource development and emotion interact in learning, training, and change initiatives.